This simple habit helped me grow 3 businesses to $200M in revenue.
Here’s how it works:
Here’s how it works:
Each week I send a team memo outlining exactly what we need to move the company forward, with or without me.
By reading this memo, my team knows:
• what to work on
• what's a priority and why
• how to make decisions without my input
By reading this memo, my team knows:
• what to work on
• what's a priority and why
• how to make decisions without my input
So here's a secret... my team memos take me 15 min to write.
Instead of asking for updates or looking for data,
I use a Notion template that writes 75% of the memo for me.
It pulls in the important data automatically.
So I can focus on providing insights on the data.
Instead of asking for updates or looking for data,
I use a Notion template that writes 75% of the memo for me.
It pulls in the important data automatically.
So I can focus on providing insights on the data.
Here’s how to create a team memo that moves your business forward:
Everyone in the company should be rowing towards the same goal.
Unfortunately, most companies fail miserably at communicating the right information to their team.
Unfortunately, most companies fail miserably at communicating the right information to their team.
Too much useless information leads to frustration and wasted time.
Too little information causes confusion, leading to poor decisions.
When you communicate with your team you should have one simple goal:
To align the team with the business model.
Too little information causes confusion, leading to poor decisions.
When you communicate with your team you should have one simple goal:
To align the team with the business model.
To help achieve that alignment, my team memo is broken down into three main sections:
• Mission & Values
• Where We’re Going
• Week Update
Let’s dive into each section...
• Mission & Values
• Where We’re Going
• Week Update
Let’s dive into each section...
Mission & Values
I used to wonder how often you need to talk about your mission and values, until I realized you can't ever stop talking about them.
You should be repeating this so often that you’re tired of hearing yourself.
I used to wonder how often you need to talk about your mission and values, until I realized you can't ever stop talking about them.
You should be repeating this so often that you’re tired of hearing yourself.
Where We’re Going (and how we’ll get there)
It’s not enough for your team to hear this once a year.
You’re likely on a long, challenging journey ahead.
Inspire your team often with you want to achieve, but also the path you will take to get there.
It’s not enough for your team to hear this once a year.
You’re likely on a long, challenging journey ahead.
Inspire your team often with you want to achieve, but also the path you will take to get there.
In this section I include:
• Company KPIs
• Business Problems To Solve
• Company Roadmap
• Engineering/Product Roadmap
• Company KPIs
• Business Problems To Solve
• Company Roadmap
• Engineering/Product Roadmap
Company KPIs
Keep no more than two or three company KPIs.
I start by outlining the KPI with the biggest impact for the business (usually a growth metric).
Then I'll add the KPI that helps us measure our efficiency.
Keep no more than two or three company KPIs.
I start by outlining the KPI with the biggest impact for the business (usually a growth metric).
Then I'll add the KPI that helps us measure our efficiency.
For example at Butlr Health,
Our growth KPI is # of booked therapy sessions, and our efficiency metric is revenue per consumer.
Everyone in the company is aligned around these two metrics,
so they can determine which initiatives make sense for the company.
Our growth KPI is # of booked therapy sessions, and our efficiency metric is revenue per consumer.
Everyone in the company is aligned around these two metrics,
so they can determine which initiatives make sense for the company.
Business Problems To Solve
Teams that tend to make the most progress, are ruthlessly focused on solving one or two business problems at a time.
These are critical problems that will unlock the business to move into another phase.
Teams that tend to make the most progress, are ruthlessly focused on solving one or two business problems at a time.
These are critical problems that will unlock the business to move into another phase.
Company Roadmap
Your team can better understand your vision when they can see how the business will get there.
The company roadmap changes over time, the vision does not.
Your team can better understand your vision when they can see how the business will get there.
The company roadmap changes over time, the vision does not.
Engineering/Product Roadmap
Now that we know where we are going, and how we’re going to get there,
the engineering roadmap helps us understand what technology we need to build to get there.
Now that we know where we are going, and how we’re going to get there,
the engineering roadmap helps us understand what technology we need to build to get there.
The first two sections of the team memo help keep the team aligned on:
• what to work on
• why
• how to take action on it
This next section highlights:
• what we learned from the previous week
• what we achieved (or didn’t achieve)
• my insights based on last week's data
• what to work on
• why
• how to take action on it
This next section highlights:
• what we learned from the previous week
• what we achieved (or didn’t achieve)
• my insights based on last week's data
Week Update
Here’s a snapshot of what I include in this section:
• Wins/Didn't Go Well
• My Insights From The Week
• Business Problems We Solved
• Revenue + Customer Acquisition #s
• Team Achieved/Working On
• Product Shipped/Working On
Here’s a snapshot of what I include in this section:
• Wins/Didn't Go Well
• My Insights From The Week
• Business Problems We Solved
• Revenue + Customer Acquisition #s
• Team Achieved/Working On
• Product Shipped/Working On
We’ll use the week update section to determine:
• Do we need to cut initiatives that are no longer a priority?
• Are we using our resources effectively?
• Are we working on the right things?
• Is the team aligned?
• Are we making high-quality decisions?
• Do we need to cut initiatives that are no longer a priority?
• Are we using our resources effectively?
• Are we working on the right things?
• Is the team aligned?
• Are we making high-quality decisions?
With a weekly team memo I've been able to keep my teams aligned to move the business forward, with or without me.
I will help you scale yourself, and your business, one thread at a time.
If you enjoyed this and want to keep learning
Follow me @ChristineCarril
I will help you scale yourself, and your business, one thread at a time.
If you enjoyed this and want to keep learning
Follow me @ChristineCarril
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