5h (edited) • Posts
You Must Master Culture & Strategy to Run Your Quests
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.
In the short video, the Alex's wifey Operator talks about how she sees business as a matrix between these two zones. And in the other Alex talks about defining value (Something this 1M+ biz owner can't define) but wants to scale.
Worth the 10 minutes -- if you're in the program, note where you are, and I could be a better job myself, but I'll be more strict with a defined set of three values
We solidify and systemitize the culture code using the 6 QUESTS cadences, each as a check in to each of the QUESTS, where we make progress in with focus labs, and share updates in weekly team meets, to hit goals we set and adjust monthly and weekly.
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You Must Master Culture & Strategy to Run Your Quests
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