Your Growth Ceiling Is Not a Systems Problem. It Is Triage

Simone Henry: You have spent the last year getting organized. You bought the tools, you wrote the standard operating procedures, you documented how things get done. And here is the part that doesn't add up. You still feel like the business ⁓ is stalling every time you step away for a week. The work got clean cleaner, but your growth ceiling didn't move. So You do what most every founder, almost every other founder does, right? You decide that the answer is more systems, more process, more documentation, or more structure across the whole business. And six months later, you are in the same spot. Starting to wonder whether systems just don't work for a business like yours. Thing is, they do. But you're building the wrong ones. Here is what I want you to think about for the next hour while we're together, right? Systematization is not a completeness project, it's triage. Your growth is held back by one binding constraint. And the only system worth building right now is the one that relieves that constraint. Not all of them, just one. By the end of this episode, you will know how to find that constraint. in your own business and which system to build first instead of spreading yourself across five and finishing none of them. Welcome to the Growth Sailing podcast. Hi Nate, let's get started.

Nate Grossman: Hello, hello. Yeah, this is this is ⁓ one ⁓ topic that's near and dear to both of us, I believe. You know, ⁓ creating systems for for businesses ⁓ is something that ⁓ that we do. And you know, the thing is figuring out which system to ⁓ to create, which is gonna have the most impact. That's that's the trick, right? So what what ends up happening is like we w kinda just talked about already, but At some point along the line, a business that is hits about a million to five million in that range, they realize, you know, hey, we need better systems. You know, that's they definitely ⁓ they should be thinking that. And so they start s systematizing everything all at once. So they got delivery, hiring, sales, finance, decision making, all of it. but that ends up meaning that it's all kind of, you know. half built, you know, to put it kindly. And Their their instinct is to try to think about it as a volume problem. You know, we need to get that as much of this systematization done as possible in order to you know, mm get us to where we want to be this time next year, right? ⁓ so more documented process equals more stability. In other words, that's kind of what they're thinking. But you know, business doesn't break into five places at once, it breaks. At one, right? And the other four feel broken because the one is straining everything else connected to it. So ⁓ if we spread that systematization effort evenly across the whole business, then that ends up meaning that ⁓ the thing that is actually binding up the business growth doesn't get enough attention to actually move the needle. And so the founder may sp send six months and some real money. But you know, the ceiling is still there and they end up concluding that systems don't work for a business like mine, right? but that's the wrong conclusion drawn from the right effort aimed at the wrong target, as they say. Yeah.

Simone Henry: Yeah. ⁓ I I think ⁓ an analogy and I'm not I don't know how to build a house or anything, but ⁓ you have to go in steps in order for it for the whole system to work well. You know, you'd start with your foundation, you lay that first, and then you build your your side beams and then you put the roof on, right rather than trying to do all of those things at once so that you get it done faster when but each each step depends on the previous one. So you can't build it all at once and expect it to work. It's not gonna work. You gotta go step

Nate Grossman: Yeah, totally.

Simone Henry: Take one do one step at a time. Fix one construct at a time. Yeah.

Nate Grossman: Yeah, exactly. Having that s having that solid foundation, right? ⁓ Yeah. Okay. So when we talk about from the from operations, right? W like, you know, we were just talking about when a team is trying to build everything at once, then w you know, it basically h half half effort, right? Like we said. Not it doesn't doesn't get the focus that it needs in order to actually build it up to where it needs to be. And ⁓ can't really trust it necessarily. And so keep working around all of them and you end up with documentation that nobody follows because it's not really the thing that is causing the problem, right? ⁓ that is a a potential downside in that case. So like I said, the wrong frame w a lot of times it comes it starts with, you know, we're disorganized and things are falling through the crack. Every time I leave, something breaks. So we need to document processes, which is I I think that's a good first instinct, you know, don't get me wrong. I think that's a good first instinct. I wish everybody thought that way. You know, instead of well, we'll figure it out later on and ⁓ you know, we've been limping along this long. So we we'll we'll we'll we'll be fine. We'll get there. ⁓ At some point you definitely do need to document processes and get things sorted out. if not for yourself, then for, you know, the next person that wants to buy your business, for example, or something along those lines. so when so everybody feels the problem is chaos, right? And and ⁓ and they're trying to reach for you know, making making it ⁓ establishing order across the board. But ⁓ Yeah, that that first instinct there, we need more systems, ends up being a ⁓ It ends up just being ⁓ a lot of times a ⁓ a project to write standard SOPs, right, for everything. Buy a project management platform, map everything, map all the workflows, get the whole business on paper. And you know, the goal to is to be as complete as possible in that case. Well, again, don't get me wrong. Awesome. Everybody should do that eventually, right? But the problem is that it's kind of an incomplete ⁓ angle of attack here. A business is a some so

Simone Henry: Yeah. I feel like ⁓ when you ⁓ when you you know you you try to get ⁓ a a complete set of documents, the problem is now your complete set of documentation is based on a flawed system. And so that's not gonna that doesn't help you much.

Nate Grossman: ⁓ huh. Potentially, yeah. Yeah. Just documenting what you're currently doing doesn't necessarily improving it. So that's the ⁓ but you know it's a great first place, first step.

Simone Henry: Exactly. I mean, it may help you to kind of see where there's some flaws happening, but it it really does take a ⁓ a full diagnosis and looking at each and every function, each and every system one by one to see what's what's happening and how how ⁓ other systems are affecting it and how that system is affecting other systems. and then figuring out, okay.

Nate Grossman: Yeah. Yeah.

Simone Henry: ⁓ which is the one that is really ⁓ the one that's that's ⁓ causing the most stress or the one that every that has the most dependency, you know, and looking at that.

Nate Grossman: Mm-hmm. Somebody described a business one time as a system. That is the simplest definition of a business, right? And in any kind of a system, if something is out of whack, the rest of the system is going to feel it, right? Think about ⁓ your your car. Your car is a system, right? There's systems inside it that help that help it to move. If one piece, let's say your tire goes flat, right?

Simone Henry: Yeah.

Nate Grossman: what happens to the rest of the car, right? You know. ⁓ not gonna go far. So that's kind of the idea here is when when you end up having one thing that is really the thing that is binding the business and keeping it, then it can sh send shock waves out to all the other things that are attached to that business, all the other bits and pieces of that system, right? And so, you know

Simone Henry: Yeah.

Nate Grossman: f you know firefighting, start seeing fires everywhere instead of you know being able to focus on the the source. ⁓ starts to look at like five different problems in that case, right? Five fires, five problems. But ⁓ four of them maybe just be smoke from one fire actually. And so ⁓ if you go ahead and document those ⁓ the smoking functions That doesn't really change much because they never really were the cause. so the the the mechanics mattered here. If you can relieve that a non-binding constraint, or sorry, if you if you end up relieving a non-binding constraint, then that produces no throughput gain. that system that you end up perfecting was not ⁓ the one that was actually holding the line. ⁓ let's see here.

Simone Henry: So, ⁓ well they ⁓ that wrong diagnosis, it it could look like a a team that's busy improving things that weren't really the problem. So, ⁓ you know, you may see beautiful and especially in these days, you know, you can get AI to create some beautiful presentations and beautiful documents for ⁓ for your business.

Nate Grossman: Trying to think of an example off the top of my head, but

Simone Henry: But ⁓ you know you're building it off of something that's that may not be working right now. and or you could be building creating those documents ⁓ over for part of your business that is working, but then nothing for ⁓ what's actually wrong, the part that's actually hurting. And so ⁓ you know, as as humans. We kinda like to stick in our stay in our comfort zone, right? And so we're gonna document all the the stuff that is is going very well for us. But ⁓ the part that's not going well, well, we wanna we might wanna leave that one alone. And that's not gonna help when you're trying to systematize this.

Nate Grossman: Yeah, ig ignoring ignoring the ⁓ the gaping wound in order to say what what at least you're doing well. I I guess they're that's putting a positive spin on things. so I can understand ⁓ wanting to do that. I was just thinking about ⁓ a c a client of mine who ⁓

Simone Henry: Yeah.

Nate Grossman: Actually the the conversation that I f that the initial conversation I had with this individual was around ⁓ hey, I can't find good people, I can't hire good people. ⁓ which is, you know, not really my bag at the time, right? And everything. So I was like, Okay, that's interesting. I I'm connected to some people like some fractional, you know, HR companies that might be able to help. That's what I was thinking. ⁓ Well, in the meantime too, right? ⁓ he's like home services business. You you gotta have the team that's able to deliver on the thing, right? Which is true. ⁓ but you also need to have orders coming through in order to support the team. So it's like a chicken or the egg situation there. And it's ⁓ man, like what a what a ⁓ a terrible sort of ⁓ place to be in. Chic chicken or the egg, right? Like which which do I do first in this case? And it's that's a that's a that's a conundrum really. ⁓ because you have to spend time and effort and energy and money on bringing in leads, ⁓ so that you can, like I said, support that team. But at the same time, you gotta have a team that's able to deliver on the promises that your marketing has made, as they say, right? And so ⁓ it's it's quite a

Simone Henry: when those leaks are coming in, right? Yeah.

Nate Grossman: Yeah. So I really

Simone Henry: This is what upfront capital is helpful for.

Nate Grossman: Yeah, with a with that kind of a situation, you definitely need to have a a good runway, you know, and upfront planning and having that sorted out ahead of time is extremely helpful in that case, right? ⁓ knowing knowing what it is exactly that you're able to do and maybe constraining what your offer is, depending on the size of the team, can help in that case.

Simone Henry: Absolutely.

Nate Grossman: Until you're able to build that out, you know, and fire and add and add new people. ⁓ yeah. Anyways, it's it's ⁓ I'm not we're not trying to like be like like you know, say that this is a small problem and like it's easy easily solved. Not that's not the thing here. Like this is this is ⁓ not an easy thing. So ⁓ anyway, so Going going back to what ⁓ to what Simone was saying there, you know If if the if the team is busy ⁓ improving things that are not the problem, right, then you end up getting great documents, great process documents, but not really solving what's what the real problem is. Or you may, you know, get a great looking website, for example, you know, but n but still not have a great team that's able to deliver. So, you know. ⁓ yeah. But anyways, So if if we were going to look at how we can kind of, you know, put this into action, If you can if you ask your team what was rebuilt or what they redid in the last month, and ⁓ if the answer is that they had there was a function that was already running fine, then that may be a problem there. If they're if they're it it may be that you're polishing right instead of ⁓ relieving the the ⁓ the burden. All right, so

Simone Henry: That's not helpful to anyone, is it?

Nate Grossman: Yeah, yeah, yeah. And again, it's not it's not necessarily it's not that anybody's being lazy here, okay? Don't get us wrong. ⁓

Simone Henry: Hmm.

Nate Grossman: What ends up happening is like the the part that needs fixing the most is the messiest, most least defined part of the business. ⁓ which ends up being the part that everyone kinda steps around instead of actually diving into to figure out, right? So

Simone Henry: I had a boss once, I mentioned to her I mentioned to her that, you know, w we had we had a problem with our database. Like it it just wasn't it it wasn't very efficient. And in order to fix it, we would have to pretty much start from scratch, like redesign it and then you know, ⁓ reformat the data and pull it into this into the newer newer database in order to ⁓ to have a database that we can that was actually normalized that we can search from, you know, very well. And she looked at me and she said, ⁓ that's too much work. And I'm thinking, but work? Isn't that what we do here?

Nate Grossman: Yeah.

Simone Henry: But yeah, I mean it and it was a it was a problem. It was causing it was causing a lot of slowdowns and wasted time. ⁓ and yeah, in order to fix it it would take a while. It would take it would take some effort and some heavy lifting, but you know.

Nate Grossman: Ha ha. Uh-huh. But on the other side of that effort is, you know, what is it? ⁓ I think it was ⁓ John Steinbeck. ⁓ I'm an English major, so forgive me. But ⁓ John Steinbeck, he said, ⁓ that which we fear most, we need the most. So, you know. I always think about that as interesting. ⁓ it applies to a lot of different areas. But ⁓ So if we think about think about this from the the V three perspective. So again, going back to what we talked about, what I talked about earlier, you can overbuild that visible portion, right? ⁓ hiring lead generation specialists and creating a new website. But there the real problem is continues to be the fact that your team is not up to par and able to complete the jobs that you're actually, you know, getting leads for. So that's a viability problem, right? But it's again, it's that's a that's a tough one, like a tough one to decide which one's first. But ultimately I think you gotta have that team in place. ⁓ and then you start telling all the people of what you can do, right? ⁓ so ⁓ thinking about the V3 system is the is the putting it in that way. thinking about it that way. It's it's it's it's meant to help give you three places to look before you assume where you know where the break is, right? Okay, so Let's ⁓ let's get into the the real thing here, the the the meat of it. ⁓ At any given time, one function in the business can set the limit on how much the whole thing can grow. If you add add capacity, you add leads, or you're focusing your effort anywhere else, then the output doesn't necessarily move because again, you haven't really addressed that binding constraint. ⁓ so the the point of systematization is that it works when it targets that one function. and if and if you're just doing systemization to in order to do systemization on other things that aren't necessarily the thing that are hold holding the business back, then you're not really moving the moving the needle in that case. All right. So ⁓ mm. Yeah. So a ⁓ kind of put it put it in a different way, you know, you're you're only able to grow as fast as what is it, the weakest link, right? Like it's it's the weakest link. ⁓ that that's gonna determine like or like what I think we mentioned ⁓ before about James Clear, you know, we don't rise to the level of our goals, we sink to the level of our systems, which is that's very true. ⁓ but again, focusing on which system Most important is the key. ⁓ you're if you have a weak sales handoff, right, for example, that ends up ⁓ causing problems with delivery because ⁓ you have maybe a bad fit client in that case. So in that case, then the delivery may look broken. And so the solution is let's fix everything all at once. Or excuse let's let's fix the delivery at least. But that's actually not the thing that ⁓ caused it. So and it ends up ⁓ the you know, the problem continues.

Simone Henry: So we're talking about like just making sure that ⁓ that that foundational piece is fixed first, documented, and then moving on to to other dependent systems. Right?

Nate Grossman: Yeah, yeah. ⁓ When it ⁓ actually, you know, the the thing that is hiding from the business owner, from the founder, it tends to be ⁓ w bound up to the their their personal to to to them personally a lot of times. ⁓ And so maybe it's because they're the one who is involved that it that is actually causing a constraint, right? And so and but they can't see it, right? Because they're they're thinking I'm the only one that really cares about my business. I'm the only one that knows how to do this thing. And there's no way that I'm going to let ⁓ anybody else be in charge of that, right? I have to be the one that makes that final call. Well, that could be the thing that's causing everything else to be to feel the the the stress, right? And so when they Yeah, yeah.

Simone Henry: Bottleneck. Basically what you end up creating. Hmm.

Nate Grossman: Right. And when that is why when the business owner s steps away, things d things tend to fall apart in that case. Because they're the they're the h the whole g h the glue that's holding everything together, right? ⁓ All right, so here's here's some here's four things to think about. The probably the four most common constraints. Like I just mentioned, the founder is the one that's making the the decisions. You're ⁓ maybe it's in the sales pipeline and converting. Maybe you don't have a proper process in place for moving a an interested lead. in you know along the pipeline ⁓ until they're ready to convert. Or it's in the client delivery and retention. So ⁓ like I mentioned before, you know, the as the as the old saying goes, you're you better be able to deliver on the promises your marketing has made. And if you can't do that, then obviously you're going to lose ⁓ clients. That's going to cause you to have to Start the cycle all over again, searching for new clients, you know, which takes time, money, energy. ⁓

Simone Henry: Yeah, and cost more. ⁓ which also w we don't talk about ⁓ much, but ⁓ I've I've lately really just come to ⁓ embrace that whole three legged stool idea. You're

Nate Grossman: Yeah.

Simone Henry: having your operations which most most founders already have, right? You start a business knowing how to do a thing and you know how to do that thing. And so you've got the operations down, right? That's that's in your wheelhouse. But having having marketing can be can be ⁓ something that trips you up. And then the other leg is is finances. Is there enough either money coming in? Is there enough working capital? Is there enough ⁓ you know, can can the business get grants or loans to fund fund production or advertising or whatever it is you need to to make sure that that the whole process continues to flow.

Nate Grossman: Yeah.

Simone Henry: Yeah.

Nate Grossman: So that's that the fourth piece there, the hiring or capacity, right? You have the capacity to support ⁓ further expansion and all that. So founder dependency, the founder is the one making the decisions, the sales and pipeline, the sales pipeline and conversion process is non-existent, or there's there's problems there. Or it's it's in the delivery and retention, or it's hiring. ⁓ r and capacity. One of those is usually the the culprit when it comes to ⁓ binding up the business. And I was thinking about somebody, you know, I was talking to who they had a business set up in in this town over here and they were living over in Arizona, you know. ⁓ long you know pff in the so that the t the the the business that they had was was in Indiana. They were living spending their most of their time in Arizona and wanted they wanted people to kind of like take over for them and do their thing. But this conversation was around ⁓ well she was wanting someone to do her social media for her. And I was like, okay, well that sounds maybe, but maybe what else is going on in the business, right? Try try to get that conversation going. Well anyway, she ended up talking to somebody else and hiring someone like on as full time to do social media. I talked to this person and I'm like, why are you ⁓ why are you doing this? Like, why are you posting to social media? What are you what are you posting about? And she's just looked at me with this this blank face. She's like, I don't know. It's like, yeah, no clue. You know. Yeah. And so it's like they the owner was pretty sure that that that they needed to do social media for some reason.

Simone Henry: ⁓ wow.

Nate Grossman: but this the person that right, right. Had hadn't filled in the blanks there, you know. ⁓

Simone Henry: didn't know what they were supposed to be posting. You know, I had a ⁓ a client like that. Yeah. I had a client like that once too, and she she was complaining that ⁓ the this social media person she hired wasn't posting anything. And I said, Okay, there there could be two things wrong. Either that person is very lazy, which I actually knew that they weren't, or They don't know what to post. And if you're

Nate Grossman: Right, right. Because the owner is the one who's, you know, made all the decisions and Yeah. Yeah.

Simone Henry: Right. It's like you have the knowledge and if you don't tell them, Okay, you know, this is your framework, this is what you post around, ⁓ and give them that, then they won't know. So yeah, I had to go through with her, like, okay, let's let's come up with some topics that this person can post about and then tell them. ⁓ you know, come up with a schedule or or something to to help them out. ⁓

Nate Grossman: But but you do social media. Just do social media, right? That's

Simone Henry: Yeah. Yeah, I can sit here, I can do all kinds of stuff, but you won't like it.

Nate Grossman: Yeah. Yeah.

Simone Henry: Yeah. Hmm.

Nate Grossman: All right, so looking at where where the pile is p ⁓ where the pile is, right? Where's where the work is backing up, that's usually where the constraint is. And ⁓ If if there's a bunch of proposals sitting there waiting for you to review them, then that's decisions dependency. It's not necessarily the leads it's not that the leads aren't coming in. The leads are there, proposals have been sent out, but it's still requiring the business owner to ⁓ make the call on the like the final output that they get. ⁓ yeah.

Simone Henry: So once once the founder or the business ⁓ identifies that constraint, so how do they decide what system they need to build in order to in order to to to handle that constraint? You know, because you can you can say, ⁓ well we automated it. one person does it by by hand every Friday and that tells no one. You know, are two different things, right? Automating or somebody just deals with it but nobody else knows about it. So then what happens?

Nate Grossman: Yeah. ⁓ I guess the idea there is that, you know, whatever you've built in that case is ⁓ running to some type of a standard without the founder in the loop ideally. And the standard is written down where the team can see it and follow up. That's that's the ideal state.

Simone Henry: Hmm. ⁓ So

Nate Grossman: So that in other words, that system is actually built and it's effective, right? Yeah.

Simone Henry: Right. And you want the and of course, you know, ⁓ you're gonna wanna automate it so that so that the the founder is is taken out of the process. But you can't automate a process that's not consistent and that hasn't been fully defined and ⁓ and structured. So you don't wanna ⁓ automate a broken handoff system because that's just gonna give you faster broken handoff. so we define it by hand first, prove that it works, and then you automate the parts that that are on repeat. And that's a good way to do it.

Nate Grossman: Yep. All right. So exactly. So picture adding you added if you added one salesperson tomorrow, does your business grow or does the new lead flow just pile up somewhere? So w wherever it ends up piling up is your is your is the constraint. That that pile is the only system you should be building right now. Sounds sounds easy. Maybe it doesn't actually look like a physical pile, but you know, there's metaphorical ⁓ virtual piles, I think, too.

Simone Henry: Yeah. I suppose it could look like twenty tabs on your browser of of work that needs to be done. Yeah.

Nate Grossman: Yeah. Or twenty unopened emails, right? ⁓ with fr from from your team asking you questions about stuff, right? ⁓ So if if the leads are piling up and they're not converted, obviously that problem is a is a is a ⁓ viability problem, right? Because apparently you're visible enough, you're bringing in leads, something must be working there, and it's getting stuck ⁓ with with ⁓ this ⁓ new leads that are piling up and not going anywhere. So the viability problem is is an issue there.

Simone Henry: Mm-hmm.

Nate Grossman: If you can't generate enough qualified attention in the first place, then obviously that is the the visibility. And if you ⁓ if you're winning clients, but you end up losing them, you have a lot of churn and turnover, or you don't really do much with them, you don't expand them, then that's a problem with the value of the business. Because you want to have clients who are happy to stick around for a long period of time, which increases the customer lifetime value. But you also want to make sure that you're providing more value to them and you're getting more revenue in return for that, right? That that's ⁓ that's the the ⁓ the all the ideal situation. All right.

Simone Henry: So you build one system to a finished standard and then you go on to the next one. And finished means defined, written down, adopted, and running without the founder. One done beats for started and unfinished.

Nate Grossman: Yeah, definitely.

Simone Henry: And then you have to redefine after every fix because once you relieve one, it may change other dependent systems. And so now you have to rediagnose what that problem is. ⁓ because it may be different now that that you fixed one that touches it. So you can't rely on, you know, initial findings and then keep going from there.

Nate Grossman: Yeah. So that's step one, step two, th step three is ⁓ measuring the constraint, not the activity. So is the pile shrinking? Not how many how many ⁓ process docs were were written, right? Your the throughput is the scoreboard. In other words, documentation is just the tool. It's not You know, hey, look at these great ⁓ processes, this stack of great processes here. You know, that's good, that's all well and good and everything, but did it actually change anything? That's the question. if if the functions that were already working don't net don't need to be rebuilt necessarily. And so what a lot of times what happens is you know, founders see a new frame and they end up overcorrecting. ⁓ tearing up tearing up the systems that ⁓ were actually doing the trick. So but if a function is not the the main problem and it's running fine, leave it alone, right? If it ain't broke, don't try to fix it, as they say, you know. So stability that you already have is an asset, not not a backlog to fix. And the the as far as the compounding effect, so when you end up relieving that true ⁓ problem in solving that ⁓ the the the big problem. The functions that you never touched start working better on their own because the downstream stress ⁓ they they were absorbing ends up disappearing. All of a sudden the things that you thought were broken end up magically not being broken, right? If you ⁓ fix that sales handoff and the delivery calms down without a single new delivery system, fantastic. That you fix the problem. ⁓ so that's like the V3 system working as a connected whole. So visible, viable, and valuable, they're not separate projects necessarily. They're it's one engine. And you're and you want to relieve that binding link that's that lets the rest run. That's the idea. So if we want to put this into application. Here's a couple, two or three moves to ⁓ to put into action here. First off, find your pile, you know, metaphorical, physical, virtual, whatever it may be. You're gonna walk through your business, locate the one place where the work is waiting on you or someone else, something like that. That in that is a constraint to work on, you know. Write it down, start digging in right away.

Simone Henry: So you pull up wherever that work actually lies, ⁓ whatever your your project tool, your inbox, pipeline, look for that longest queue. Count what's waiting and how long it's been waiting, and the longest one, that's the one you get started with first.

Nate Grossman: Yep. Number two, pick one of these. resist the urge to fix all four common constraints. So we talked about the ⁓ seeing five fires or ⁓ at once, right? You're gonna pick one, you're you're gonna resist the urge to fix all of them at once. You're gonna choose the one that is the actual source, and you're gonna commit the next 30 days. to all fixing that thing only, you know.

Simone Henry: So when the current state of that function is now on a single page and documented, what happens today, who touches it, where it broke, you can't build a system for something you haven't described. So describe that system.

Nate Grossman: Yeah, and define for number three, you're gonna define what done looks like before you even start. That way you know what you're actually working towards. and that way also you know when you're done to move on to the next one. So whatever that may mean, you know, you need to have A, B, and C and D in order, ⁓ and accounted for, whatever that is, d then that quantifies as being done, and then you can move on. But figure it out before you get started. That way, you know, you don't get confused along the way.

Simone Henry: So set one measure that tells you that this pile is shrinking. What's that KPI? Check it weekly. When it holds for a month without the founder in the loop, the system is built and you rediagnose.

Nate Grossman: Right. Yeah, and and one thing to can to think about there is this is a continual process, right? it we're not you're not trying to get everything done all at once. You're just taking it one like I like they say, how do you eat a an elephant, right? One bite at a time. That's what that's what we're doing here. Figuring out which is the most important thing, fixing it and moving on to the next one and getting it done. All right. So your systemization does not is not failing because you built too few systems. It ends up failing because you built them everywhere all at once instead of ⁓ at the at the one place that was holding you back. So find that that one thing that's holding you back that's constraining the business and build a system that that fixes it. And then you're gonna rediagnose and move on to the next problem. That's how you, you know, climb out of ⁓ the revenue hole or that you're in, right? And get get to a ⁓ a n the next level ⁓ as far as revenue is concerned. And without necessarily having the ⁓ the business owner, the founder to carry everything on his on their back. All right.

Simone Henry: and that's our that's our framework. Visibility gets you leads, viability gets you out of the weeds, and value sets you free. Thank you for being here with us today. If this episode made you suspect that your real constraint is not what you've been treating it as, take the growth ceiling assessment.

Nate Grossman: Yeah.

Simone Henry: In the link that we're going to put in the show notes. It takes five minutes and shows you where the actual constraint lives in your growth engine. And if you want to talk it through with us directly, book a growth clarity call. 45 minutes, no pitch. You will ⁓ will map out your specific situation against our v3 framework, and you'll leave with a clearer view of where to focus next. And of course. Help us out with that algorithm. Subscribe to the Growth Ceiling Podcast wherever you listen. And if this episode gave you some good nuggets, put them in the put them in the the chat or the the comments, right? And let us know. And send it to one founder who needs to hear this. Thank you so much for being here with us today, and we'll see you next time.