You can split the nature of work between two areas. Strategy and Culture. Why is this important? Because it helps you build working systems if you understand how business systems work. Strategy is the "what do we do and what to do next" and Culture is the how we behave while working. Strategy is using the axe (the skill) and culture is how to carry the axe right, how we train ourselves using the axe, and how NOT to act. Culture is more important than strategy. You might have heard "Culture eats strategy for lunch". So let me break it down using some hormozi vids. Strategy is "how do we prioritize and take action among unlimited things we can do". Its saying "among all the problems of the business, we have one constraint that is limiting the business the most". There can be 10000 tasks and ideas but there is a limit of capacity and even then only one task being done at a time per person. Culture is the "Culture are the rules spoken and unspoken that govern the rules of an organization". THis can be distilled into value statements like "Run Your Quests" or "Speed is King" that can tell a story of what a company is a bout needs its team to perform to run the organization at peak performance. For us, a person needs skills to do both, but its an entirely different type of skillset. Soft skills, like being attentive to calendar events, completing tasks or obligations, breaking small problems into solutions, and more or less staying attentive, organized and tracking your work as you go can be chunked up to "run your quests"... which chunk up to an entire company-wide organizational model that runs everything. Having the specific technical skills to "get clients" fits within these things, so another cultural value can be added to "master your own strategy", but that too also gets chunked up to "Run Your QUESTS". So many things ladder up to this to the point where we hire and fire based on how people can well... "RUN THEIR QUESTS". Its Culture that we as operators are setting up and maintaining and curating with the CEO that usually don't think about culture as an entire department. The business is splitup into those two halves, the frontend customer journey (Revenue model) and the backend shared capacity that we want to up LIFT. This is the culture side, the shared services of work and tasks we do to not just get people in and doing stuff, but to get people to be at their peak performance.

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Most companies just do.... whatever. They just run around, decidin to do a thousand things, and the founder is multitasking. This is why we use GRAFTS. To laser target the few blockers and suggest a specific project or new policy change to achieve that. And Pic related, these problems come from root causes. So we go as DEEP AS POSSIBLE to figure out ALL of the problems for the 1-5 main high level bottleneck breaking outcomes we decide we want, and come up with projects for the quarter. We want to neutralize bad conditions. Red to Green. Off track to On Track. But after the project and steps and tasks are done, then what? Find the next project and the next? This is the problem every client/community/owner faces. They spent weeks or months on a project, launched it, and then they either get stuck maintaining it... doing the misc junk drawer type of tasks to fix a system, and this capacity of time gets sucked up... They can't focus entirely on problem solving. So how do we solve this? GRAFTS figure out the project/policy to fix problems, and QUESTS is the solution stack to fix it. We have QUESTS come out to keep things on track. I struggled with the longest time switching back and forth. I would have a project be done, and it would work. It works with 100% certintiy, and it made sense. But then it would get "undone". The rule or project worked until we stopped thinking about it. The problem got solved, so we're done, right? No. There is a maintance, or permanent sort of routine and problem solving and tracking AFTER it. With my pirate ship analogy, just becuase you patch a hole in the ship, doesn't mean you're done. You still need to review it, make sure the nails/board don't get undone, and maybe group this work with all the other holes in the ship. This entire batch of work is needed to run the ship (or else it sinks). We use a framework of QUESTS to manage each area's systems and processes. This doesn't overwrite quests in progress but stays in as a maintance quest -- the easiest QUESTS to run. They are literally just made up of a recurring task to "is everything still good?". We just to add a simple row or new obeya view to monitor a specific company-breaking problem. The problem may need to be paid a lot of attention early on, but if it gets solved, it still needs to make sure it sticks. Maybe switching from a daily check to a weekly check to a monthly check, but never just "forgotten about". These checks