Carl J. Cox 4:23

Yeah, that that is awesome. And I can say from we’ve worked together on a common client, and you are awesome with your persistence. That’s one of the things that I’ve loved to bring you in. So tell me about your niche a little bit. But specifically, how did you learn you’re like, oh, wow, we’re just, we’re just better at other people at doing this specifically.

Adi Klevit 4:46

Yeah. So what I really like is bring order into businesses, you know, I like bring organization and order. So our niche is doc identifying, documenting creating processes and procedures for businesses. training manuals and doing knowledge transfer. So basically taking the knowledge out of somebody’s head, putting into training manuals, the processes and procedures, and then they can use it in order to implement it in the company.

Carl J. Cox 5:13

That’s perfect. And so let’s now talk a little bit of ground floor of like a story that that one of your success of a client, you don’t have to name it specifically you can if you choose to, but but tell me about a specific story where you came in, and there was nothing or there’s a lot of challenges and and tell me about what you did. And then what were the outcomes of actually doing it?

Adi Klevit 5:34

Sure. So an example would be a property. It’s a property management company that I did a project about a year ago. And I say we because I have a, I mean, I have a team of people that will work together. So we did a project a year ago. And when I first came in, they did not have their processes documented. And as a result, they had different property managers that were doing it their own way, because that’s what happened when you don’t have processes documented. Processes still happen. If you’re a successful company, there are things that are being done. But the problem is there, there is not enough consistency. And it is hard to train and onboard new employees, because you have, you might have seven people that are doing it their way and whose way we’re going to choose in order to train. And also, then it creates the problem of the time that it will take to actually train those employees. So what we did is we started, I always start, I like to start a project with one area, not the entire organization, but we concentrate on an area of specific questions that they ask in order to find out what area to start with. So we did it the same here. And we found the area that one one aspect of the property management area that we needed to address. And we start documenting, we basically created documentation with seven people, seven different managers. And we created, what we did is we assigned, we identify the main the core processes, and then we assign it to each one to do. And then we combined it, we basically met together and we identified what needs to be changed or make sure that it’s consistent, we created the consistency. So then we had specific processes for that area, then we move to another area and the maintenance area, then we move to another area and another area. And at the end a result of it is that they did fantastically despite of COVID, despite, you know, despite the pandemic, despite a lockdown and everything that was going on, and they had to now work from home. So they had processes in place. So despite that they were able to onboard new employees because they had the processes well documented. And one of the main areas that we addressed, that were able to be addressed because of having well documented processes and procedures is that they were able to hire people according to the culture of that organization, and not necessarily by experience. Because if you have a highly specialized field, you have only so many people that have experience in that field, right. So you don’t have less of a choice of who you’re going to hire. But if the culture is really important for you, and you want people that you want to work with, then if you hire them, then you can train them in the correct way, then you actually have a win win situation, because you can hire by the personality you can hire by people that are actually aligned with your culture, and you can then train them. So then you have a train staff that are actually align with your culture. And that’s what we achieved there. So that was a great win. It’s, it’s a great win, because, you know, despite of everything that was going on there, we still did well. And they actually were able to live by their purpose. And by the way and, and get people that aligned to that. So that was great.

Carl J. Cox 8:56

That’s pretty powerful. The I’m curious in the hiring process, when you’re really going through that and define the culture more so they could hire a better to it were their principles or concepts and how did they kind of check against that in their in their hiring process to make sure that they were bringing on the right people.

Adi Klevit 9:15

So you know, on every onboarding process that I do, not just for that company, but I’ve documented a lot of onboarding processes. And we always include the culture in there. So we include the core values, we include the mission, the vision, there is always we include a video by the CEO by the owner in terms of welcoming the new person and explaining what the group is all about what the core value is, etc. So that’s why I like to work with other trusted advisors that actually specialize in leadership or in like yourself in terms of like the strategy they like having like the objectives well defined. So that way, it’s very easy to explain to when you actually hire somebody, what is the strategy, what are the objectives, where are we going how We’re gonna measure success. And this The name of this podcast is measure, you know, it’s like, it’s all about measuring success. So when we onboard, like part of the procedure of documenting that procedure is actually explaining how we what are the measurement of success? And how does that translate to the new employee that we are onboarding?

Carl J. Cox 10:20

So when when you put through these things, do you ever? I’m curious, do you ever measure that kind of beginning and end of like, it took us this long to do beforehand? Maybe they didn’t even know, right? Because there was no process that was detailed, and it got to like,

you know, give give me some examples of something like,

Adi Klevit 10:42

yeah, it’s like, you know, a companies that were in the process of finishing their project, and they are a medical billing company, big. And they’re a big company, they had no documentation of how to do it. So there was so much turnover, there was also was turnover, and they didn’t, so in order to train, somebody took them six months, we decrease the six months to a month, and not having to pull a supervisor to actually do the one on one training. So that was fantastic. Then another company, what we accomplished is they were able to actually outsource one of their departments where before, it was all it’s also deal with medical billing and medical. It has to do with doing the medical field, and we were able to document it, document that area, improve their efficiency, because we don’t just do documentation, we also do process improvements. So we improve the process. We made it basically foolproof, and they were able to outsource it to an external company and really reduced their expense by probably 66%, which was tremendous.

Carl J. Cox 11:57

Wow, that’s nuts. That’s crazy. So you talked about from that one thing, it went from six months to get somebody on board to one month? I mean, they must have been a very happy client when you were done working with them.

Adi Klevit 12:09

Absolutely. Well, then the next project and the next project, they were definitely very happy clients.

Carl J. Cox 12:15

Yeah, yeah. Wow, that that’s an incredible, you know, because often, you know, I think that that’s why, you know, as you know, I have a bean counting background. And, and so I am a believer in two things. One is there’s these principles and big things that sometimes hard to measure success, because it’s kind of more of a state of being right, how do you know and feel like things are better. But sometimes there’s like just numbers. And it was fun. You talking about that six months to one, I was involved with an organization once within as an employee, we were working with the Oregon Manufacturing Extension Partnership. And it was embarrassing, it took us 40 hours to approve a purchase order D Can you believe that took us 40 hours. Now granted, this is this is you know, 15 years ago, so a little bit period of time. And initially, people got together like, oh, we’re gonna make a, we’re gonna make a 10 to 15% improvement. I’m like, Look, we didn’t bring together 10 15 people in this room for a, you know, 10% improvement to get down to 36 hours, that’s unacceptable. We eventually got to eight hours. And then our big hairy audacious goal was get into one. And what we found was a it just everything was better, we improved a ton of things. But what was really interesting was how the employees themselves were happier, because they were part of creating the solution, you know, they’re part of Nick and fixed, do you see that you get that experience sometimes with employers are just happier and feel more productive as a result of making so many changes?

Adi Klevit 13:42

Absolutely. You know, when when I wouldn’t get you on projects like that we involve the leadership team, and we involve the employees and what happens and I tell, you know, new clients, when I send new clients, they always well, I don’t, I don’t know where I’m going to find a time where where my employees are going to find a time etc. But what I find to that point is that the employees really get involved in it, and they their morale goes up. And they always come up and then they get into the state of mind of how can I improve? How can I make it better to start thinking with process improvement, they start thinking with processes, so they are excited to because they are part of it?

Carl J. Cox 14:19

Yeah, absolutely. That’s, that is awesome. Now we’re gonna we’re gonna spin and talk about this. I love talking to the business success and I have a feeling you have like 500 more stories of how you’ve you’ve improved somebody 70 to 80% of process procedures. You have an interesting background, you have an industrial engineering background from Tel Aviv University. You told me you lived in Venezuela, so you speak three languages, right? You said you said speak Hebrew. Spanish right. And then you also speak English of course as we’re talking here. Well, how has that helped you? learning different languages to bring that into your your Your business life today hasn’t hasn’t had any impact?

Adi Klevit 15:03

You know, it’s an interesting question. I never thought about it. But yes, absolutely. Because in order to learn learn languages, you have to duplicate the other language, right? I mean, you have to be able to really understand to have an understanding, because you’re thinking with another language, right? So I feel like I have this. When we start when you asked me what’s the ability or what what is diff, what is our niche, like what makes us special, I have that ability of duplicating businesses like I go into a business that I don’t know anything about it, I have the ability to look at the processes and understand what they’re doing. And that’s really important, really important to understand what is happening is like learning a new language, because every time you go into a business, although let’s say I was in that business, I mean, I already consulted maybe 10 different businesses, similar businesses, but different different entities. It’s still like, let’s say I have a lot of experience consulting dental practices. So you think, okay, you’re going to a dental practice. So each dental practice is the same. It’s not, because we have people that are part of the equation, we have the way the vision of the owner, you know, how do you look at care? I mean, what kind of care Do you want to provide, etc. So we have a variety of variables that you really have to understand what they are in order to create the processes and procedures that are unique for that business. You know, it’s not a cookie cutter, I can just give somebody a manual that I created. Okay, here you go. Here’s a manual for dentists. Yes. I mean, you know, are there similarities of how you see the patient in the chair and how you talk to them, and you have to check him in, check him out, and you have the HIPAA regulations, etc. Yes. And that’s why because we have experienced in so many industries, that makes us even more valuable, because we’ve seen it, but it’s really important that we’re doing it in a way that reflects the knowledge and the intentions and the processes and procedures for that particular business. So that’s why I think it’s the parallel between the languages and really understanding businesses.

Carl J. Cox 17:05

Cool. Yeah, that’s a that’s a great, it’s interesting, connection, you know, sometimes these these personal different things. Now, when we were getting started talking, you got all geeked up when you saw the The 10X Rule from Grant Cardone. And by the way, just little shout, I mean, he’s had a huge inspiration, I went to the TEDx conference in Miami. And it was it was unbelievable, just having this experience and excitement and and just the different leaders that they had brought in of how you can. And one of the things that Grant Cardone is amazing with is persistence.

Adi Klevit 17:37

That’s right. I

Carl J. Cox 17:38

mean, he is just insane. And that was when we were talking like that is your most common theme. So tell me, what is it about persistence for you? How did you learn that? Right? And how has that helped you be consistently successful with running your business? You know, I

Adi Klevit 17:53

think it’s a trait that I just have, you know, I’ve definitely developed it, but it’s not something that I mean, I always had, it always persisted. And I also, you know, I think you see it from experience that if you persist, you get it. So, and I think both, you know, you and I are very similar, again, we work together and we know it, you know, you’re very persistent as well, you know, it’s kind of like, okay, and that if you achieve if you look at the goal, you have to move towards that goal. And but it’s, you know, it’s not it being persistent doesn’t mean that you also have to be stubborn. And there is only one way, I’m always willing to look at other ways and how, and evaluate maybe that if it’s not the right goal, I’m, I’m willing to change it. Right. And I think that’s the fluidity of also a strategies is in terms of you have to have a strategy that will get you there. But if it’s absolutely not the right one, or it’s absolutely like, like things change, like COVID, you know, we didn’t anticipate COVID I mean, I didn’t anyway, in my wildest dream, I didn’t think that we’ll have that that will happen. But at that point, you have to have be agile enough. And you have to be, you have to be able to change. And that’s where the persistent is important, but also ability to adapt to change and adapt things around you. So they adapt to what you’re doing and not vice versa, right. So that’s a thing. Again, it’s like some one of the key of persistence is being able to persist, but don’t do it blindly. Don’t do it stubbornly, really look around and adjust things, if things are not going the way you want, what can you do? What could you do to affect it? So it will be the way that you want and I think that’s the key component of persistence.

Carl J. Cox 19:34

So one of the biggest knocks of processes and procedures, documentation historically, is the classic parallel just right, you know, you blow off you dust off your presses or procedures, and it’s 15 years old, and nobody’s looked at it since then. How do you how do you get processes and procedures to be more dynamic because that’s what it requires, right? Change happens. Some sometimes slower within a specific things, but you’re going to have people coming in and out, you’re going to have the business changing, you’re going to have COVID happening. Give me some ideas of how you help incorporate it or putting in a tool or some type of process. So you can actually make modifications. And so it still stays current for that organization.

Adi Klevit 20:17

Sure, so one of the things is using the right tool. So I think it’s good idea to give a shout out to SweetProcess here. I mean, we both love that company. And what it is, it’s a process documentation platform that you can use, you can prot, you can document your processes and procedures electronically. And it has different bells and whistles. And it’s really It has different aspects to it, etc. For instance, it has version control, it has ability to it’s on the cloud. So you can have different people, different members, team members that can log in, they can have logins, you can comment on it, you can keep it up to date, but even I have a client that termed instead of the desk, he was showing like he turned it, it doesn’t want to accumulate electronic desks, because you can still have that electronic desk because you can have SweetProcess and people were not going to log into it. So that’s where the followed by all is extremely important to us the EOS term in terms of like you have processes and you followed by all you have to make sure that they’re followed by all. And that is the trick. And the way that you do it is you really first of all have to make it part of your culture, when and that’s one of the things that I coach my clients on once we are done documenting are so coach them on how to use it, right? So one of the things is, let’s say somebody comes to you, you own, you’re the CEO, or you are the CEO, and somebody comes to you and ask you Well, how do we do this, instead of explaining to them, you have to refer them to the process, right. So it’s kind of like, it’s creating that habit of actually referring somebody to referring to the process continually. Also, they have to be reviewed every so often. So depends on the maturity level of the company, you can either review it every three months, every six months, or once a year, etc. And then tools like sweet process has the ability to have regularly regularly scheduled reviews, and then everybody has to sign off on it. So you can send processes to somebody and then that belongs to that for their department, and then they have to sign off on it. And there are no revisions, so it makes sure it makes sure they actually reviewing it. So that would be one aspect of it. And the other aspect is problem solving, you know, whenever you’re problem solving in the company, then refer to your processes and procedures, because you know, in every problem you can have, it’s either a people problem or a process problem or combination, right? So if something happens, then you have to ask yourself the question, is there a process? Is it documented? If it is, let’s pull it up, let’s log in, let’s take a look at it, and go over it and make sure it’s complete, because what caused the problem it might be not complete or it wasn’t followed right. And then you just go into this decision tree of like the different aspects of what can happen and you resolve the issue using your processes. So that way becomes a routine it becomes a habit that people are using those processes regularly.

Carl J. Cox 23:08

Yeah, that is huge. It and you know, we once again we have similar areas, we were actually are slightly different element behind it. But for me, when I see a strategic plan get turned into a PDF document I most cringe, right? Because it it creates a sense of permanency. It’s like whoa, you know, strategic plans a hypothesis, not a fact it’s going to change once you actually experiments experience real life. And and so having a tool or some type of area where you can adjust and then create like you described this routine, sometimes people call it governance, you know, something where people are consistently looking at it and going to it as the standard of the de facto standard. And and then of course we know with any standard, you can make it better and improve, right you get it’s not it’s not stuck. And I think that’s once again, people get caught into this, oh, it’s stuck, we’re done. And it’s like, oh, we’re never done. We just created a standard to improve right for the future. And, and I think once people get that, and they see the value around that, then they go, Oh, now I see why these things can work. As opposed to you know, when it’s like oh, my goal is just to get it done. It’s like this is a living, breathing, you know, testament so to speak, you know, of how we’re going to operate on a regular basis. So,

Adi Klevit 24:25

I like to say it’s a living breathing organism, you know, the organization is always changing, always moving in. I mean, obviously not always changing, but they’re always little changes, you know, things that will change. So you know, there are things that are stable and things that are changing. So the majority of the processes will be your stable pillars, right. But then there will be things that you might use, all of a sudden you decide to using different software. So some of the processes you documented you have has to be changed. That’s why I like to use this to like SweetProcess because you can upload videos and big about documenting Using videos, because it’s more interesting, it’s, you can replace it. So it’s more up to date. Like if you change something. I also like screenshots, you know, different things that make it more alive and easy to read and easy to refer to.

Carl J. Cox 25:14

Absolutely. Right, this Adi, I knew this was going to happen. Time is already flying by on our Measure Success Podcast. Let’s talk about you. You mentioned The 10X Rule is a book you’ve liked, what is it? What’s, uh, what’s one of your favorite books? That’s not The 10X Rule, that you’re like, Okay, if you’re going to get a better understanding of who you are, and something that’s had a great impact on you, what’s a business book like that that’s had just a significant impact?

Adi Klevit 25:44

You know, definitely The E-Myth is a great book, of course. But you know, what I like, and I say it a lot is, I actually like to learn from others in terms of like, like, I love searching for productivity tools, and YouTube videos that others made on how they’re using productivity tools, I find it that and there are a lot of books that I like, I mean, I’m a big, I like Audible. And you know, and I, and I read and I listen, and I definitely learn from a lot of people. But I just find that those little tools on how to be more productive and how to utilize your time better as an executive are priceless. I learned so much out of them. And then I learned something and and I, I take it and I work with it, which is I find it very useful.

Carl J. Cox 26:32

Do you have a favorite is there is there a particular I liked every person

Adi Klevit 26:36

there is I found him his name is Paul Minors. Never met him. But I think he’s a great. He has great videos. I mean, I definitely used his advice on Asana on how to organize a son. And I organized it that way in terms of organizing my day, my day tasks and the different projects and how they integrate with different tools that they use, and I really value his opinion. I think he’s, he’s a great guy.

Carl J. Cox 27:01

That is awesome. So Adi before before we break out, can you can you tell us ways that people can connect with you and reach out to follow up if they have additional questions or would like to learn more?

Adi Klevit 27:14

Sure. So the best way is to email me and my email is Adi So it’s adi@bizsuccesscg.com, CG for Consulting Group, or they can call me at 503-662-2911. So those are the two best ways.

Carl J. Cox 27:38

Awesome. Adi This has been fantastic. Great way to kick off and Measure Success Podcast. And we have been talking with Adi Klevit from Business Success Consulting Group, and Adi, thank you so much. And I look forward to working with you again in the future. And I hope you have a good rest of your day.

Adi Klevit 27:56

Thank you, Carl. Thank you for having me.

Outro 28:01

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