Book Summary: Process! by Mike Paton and Lisa González

Picture this: Your star salesperson just closed the biggest deal in company history. Everyone’s celebrating, but three months later, the customer is furious. The product was delivered late, the installation was botched, and nobody seems to know who dropped the ball. Sound familiar? This scenario plays out in countless businesses every day, not because people don’t care, but because they lack consistent, documented processes.

This is exactly why Mike Paton and Lisa González wrote “Process!” – to help businesses stop reinventing the wheel every day and start building systems that create both consistency and freedom. After years of implementing EOS (Entrepreneurial Operating System) in hundreds of companies, they’ve seen firsthand how the lack of documented processes keeps businesses stuck in chaos, unable to scale, and dependent on heroic efforts from key employees.

In a world where 96% of customers say customer service is important in their choice of loyalty to a brand, and where inconsistent experiences drive customers away faster than ever, having strong processes isn’t just nice to have – it’s essential for survival. “Process!” provides a practical, step-by-step guide to documenting, simplifying, and implementing the core processes that will transform your business from a collection of talented individuals into a well-oiled machine.

Understanding Process in the Context of EOS

For those new to EOS, the Entrepreneurial Operating System is a comprehensive set of simple concepts and practical tools that helps entrepreneurs get what they want from their businesses. At its core, EOS focuses on strengthening Six Key Components of any business: Vision, People, Data, Issues, Process, and Traction. While books like “Traction” provide an overview of the entire system, “Process!” dives deep into one critical component that often gets overlooked or undervalued.

Within the EOS framework, the Process Component is about systemizing your business – identifying, documenting, and ensuring everyone follows your core processes. It’s the component that transforms your unique way of doing business from tribal knowledge locked in people’s heads into a sustainable competitive advantage that anyone in your organization can execute.

What makes “Process!” unique is its laser focus on making process documentation simple, practical, and actually useful. While many business books talk about the importance of processes, this book shows you exactly how to create them in a way that people will actually follow. It’s not about creating binders full of procedures that gather dust – it’s about building living documents that make everyone’s job easier and your business more valuable.

The Process Component: Your Path to Freedom

The book begins by addressing a fundamental misconception: that processes stifle creativity and turn people into robots. In reality, González and Paton argue, good processes create freedom. When the routine is systematized, people are free to focus on what really matters – serving customers, innovating, and growing the business.

Why Processes Matter More Than Ever

The authors present compelling reasons why strong processes are critical:

• Scalability: You can’t grow by hiring heroes. Processes let normal people achieve extraordinary results
• Consistency: Customers expect the same experience every time, regardless of who serves them
• Efficiency: Stop wasting time figuring out how to do routine tasks
• Training: New employees can become productive faster with clear processes to follow
• Freedom: When the business runs on processes, not personalities, owners can finally take real vacations
• Value: A business with documented processes is worth more than one dependent on key people

The 20/80 Rule of Process

One of the book’s most valuable insights is the 20/80 rule: Document 20% of the steps that produce 80% of the results. This prevents the common trap of over-documenting, which creates processes so detailed that nobody uses them. Instead, focus on the high-level steps that ensure consistency while leaving room for individual judgment and creativity.

Identifying Your Core Processes

The book provides a systematic approach to identifying which processes to document first. Most businesses have hundreds of processes, but only a handful are truly core to their success.

The Core Process Discovery Method

González and Paton guide readers through discovering their core processes by asking key questions:

• What are the 5-10 major activities that drive your business?
• What processes, if they broke down, would significantly impact your ability to serve customers?
• Where do handoffs between departments typically fail?
• What activities do you repeatedly train people on?
• What processes would a buyer need to understand to run your business?

Common Core Processes

While every business is unique, the book identifies common core processes most businesses need:

• HR Process: From recruiting to retiring
• Marketing Process: How you attract ideal customers
• Sales Process: Converting prospects into customers
• Operations/Delivery Process: Fulfilling your promise to customers
• Customer Retention Process: Keeping customers happy and coming back
• Accounting/Finance Process: Managing the numbers
• Leadership/Management Process: How you lead and manage people

The Three-Step Process Documentation Method

The heart of the book is a simple, three-step method for documenting processes that actually get followed:

Step 1: Identify and Document

The first step involves getting the process out of people’s heads and onto paper (or screen). The book recommends:

• Involve the people who actually do the work
• Start with a high-level view (5-10 major steps)
• Use simple language that anyone can understand
• Include decision points and handoffs
• Focus on what should happen, not every possible exception

The authors provide templates and examples showing how to document processes visually using flowcharts, checklists, or simple numbered steps. The key is choosing a format that makes sense for your team and the specific process.

Step 2: Simplify

Once documented, most processes can be simplified. The book provides specific techniques:

• Eliminate: Remove steps that don’t add value
• Combine: Merge related steps performed by the same person
• Automate: Use technology where it makes sense
• Delegate: Move steps to the most appropriate person
• Outsource: Consider external resources for non-core activities

The goal is to make each process as simple as possible while still achieving the desired outcome. The authors warn against the temptation to automate before simplifying – automating a bad process just helps you do the wrong thing faster.

Step 3: Get Everyone Following It

The best process in the world is worthless if nobody follows it. The book dedicates significant attention to implementation:

• Package it right: Make processes easily accessible and user-friendly
• Train thoroughly: Don’t assume people will figure it out
• Make it official: Clearly communicate that this is THE way
• Monitor compliance: What gets measured gets done
• Update regularly: Processes should evolve with your business

Real-World Examples and Case Studies

Throughout the book, Paton and González share real examples from companies that have successfully implemented the Process Component:

The Construction Company Case Study

A construction company was losing money on projects due to inconsistent estimating. After documenting their estimating process, they discovered different estimators were using different methods and assumptions. By creating a standard process with a checklist, they improved accuracy by 40% and eliminated most of their project overruns.

The Marketing Agency Transformation

A creative agency thought processes would stifle creativity. Instead, they found that documenting their client onboarding and project management processes freed their creative team to focus on what they do best. Client satisfaction increased, and they were able to handle 50% more projects with the same team.

The Restaurant Chain Success Story

A restaurant chain used process documentation to ensure consistent food quality and customer experience across all locations. This consistency became their competitive advantage, allowing them to expand from 3 to 15 locations in just two years.

Common Implementation Challenges

The authors don’t sugarcoat the challenges of implementing strong processes. They address common obstacles head-on:

The “We’re Different” Syndrome

Many businesses believe their work is too complex or creative to be systematized. The book shows how even highly creative or technical work has routine components that can be processed without limiting innovation.

The Perfectionism Trap

Some teams get stuck trying to document every possible scenario. The authors emphasize starting with the 80% that’s routine and handling exceptions as they arise.

The Adoption Challenge

Getting people to change their habits is hard. The book provides specific strategies for overcoming resistance and building buy-in, including involving team members in creating processes and showing them how it makes their jobs easier.

The Maintenance Issue

Processes that don’t evolve become obsolete. The book recommends assigning process owners and scheduling regular reviews to keep processes current and relevant.

Integration with Other EOS Tools

One of the book’s strengths is showing how the Process Component integrates with other EOS tools:

• Accountability Chart: Clearly defines who owns each process
• Scorecard: Tracks metrics that show if processes are working
• Level 10 Meetings: Provide a forum for discussing process issues
• IDS (Identify, Discuss, Solve): Helps solve process-related problems
• Rocks: Quarterly priorities often include process improvements

The authors emphasize that processes aren’t standalone – they’re part of a complete operating system that helps businesses run better.

The FBA (Followed By All) Standard

A unique concept in the book is the FBA standard – Followed By All. It’s not enough to document and train on processes; they must be Followed By All, 100% of the time. This seems extreme, but the authors make a compelling case:

• 99% compliance means every 100th customer has a bad experience
• Inconsistency creates confusion and erodes trust
• Selective compliance undermines the entire system
• FBA creates a culture of discipline and accountability

The book provides practical strategies for achieving FBA, including making compliance visible, celebrating consistency, and addressing non-compliance quickly and fairly.

How Technology Amplifies Process Success

While “Process!” can be implemented with simple tools like documents and spreadsheets, modern technology can significantly enhance process management, especially for growing companies or distributed teams.

Digital Process Management Benefits

Technology transforms process management in several ways:

• Accessibility: Cloud-based systems ensure everyone has access to current processes
• Version Control: No more confusion about which version is current
• Search Functionality: Quickly find the process you need
• Integration: Processes can trigger automated workflows and notifications
• Analytics: Track which processes are used and identify improvement opportunities
• Mobile Access: Field teams can access processes from anywhere

The Role of EOS-Specific Software

Generic documentation tools can work, but purpose-built EOS software offers unique advantages. EOS One, as the official EOS platform, provides specific support for the Process Component within the broader EOS framework.

The key advantage of using dedicated EOS software is that it reinforces the discipline of the Process Component while making it easier for teams to actually follow processes in their daily work. Rather than adapting generic tools or maintaining separate systems, businesses can manage their processes alongside their other EOS tools, creating a more integrated and effective implementation.

Practical Next Steps

After reading “Process!”, here are concrete actions you can take:

Week 1: Assessment

1. List all the major activities in your business
2. Identify your 5-7 core processes
3. Survey your team about which processes cause the most frustration
4. Pick one process to start with (ideally one that’s broken and important)

Month 1: Documentation

1. Assemble a small team to document your first process
2. Create a simple, high-level document (aim for one page)
3. Test the process with someone unfamiliar with it
4. Refine based on feedback
5. Train all relevant team members

Quarter 1: Momentum

1. Document all core processes using the three-step method
2. Assign process owners for each
3. Create a simple way to access all processes
4. Begin measuring compliance
5. Celebrate early wins to build momentum

Ongoing: Culture Building

• Make process improvement part of your regular meeting pulse
• Recognize team members who identify simplification opportunities
• Share success stories of how processes made work easier
• Consider technology tools to support long-term process management
• Schedule quarterly process reviews to keep them current

Assessing Your Readiness for Process Implementation

Before diving in, consider whether your organization is ready:

• Leadership Commitment: Are you willing to follow processes yourself?
• Growth Mindset: Can you see processes as enablers, not constraints?
• Team Buy-in: Will your team participate in creating processes?
• Patience: Can you commit to the time it takes to do this right?
• Discipline: Will you insist on FBA (Followed By All)?

If you answered yes to most of these, you’re ready to begin transforming your business through the power of process.

The Process Payoff

The book makes a compelling case for the return on investment in strong processes:

• Time Savings: Stop reinventing the wheel daily
• Quality Improvement: Consistent processes produce consistent results
• Employee Satisfaction: People prefer clear expectations and methods
• Customer Loyalty: Consistency builds trust and repeat business
• Business Value: Documented processes increase company valuation
• Owner Freedom: The business runs without your constant involvement

Conclusion: From Chaos to Consistency to Freedom

Remember that opening scenario – the botched delivery that ruined a great sale? With strong processes, it doesn’t have to happen. When everyone knows the handoffs, when quality checks are built in, when accountability is clear, that celebration-worthy sale turns into a celebration-worthy customer experience.

“Process!” by Mike Paton and Lisa González isn’t just about documenting what you do – it’s about transforming how you work. It’s about moving from a business that depends on heroic efforts to one that delivers excellence consistently. It’s about creating freedom for yourself and your team to focus on what matters most.

The beauty of the Process Component is its simplicity. You don’t need an MBA or expensive consultants. You just need the discipline to document what you do, the wisdom to simplify it, and the commitment to ensure everyone follows it. When supported by the right tools and technology, like purpose-built EOS platforms, the implementation becomes even smoother and more sustainable.

Your customers deserve consistency. Your team deserves clarity. And you deserve a business that runs without your constant intervention. The path from chaos to consistency to freedom runs through strong processes. The only question is: When will you take the first step?

Start today. Pick one broken process. Document it. Simplify it. Get everyone following it. Experience the power of turning chaos into consistency. Because when you nail the Process Component, you don’t just build a better business – you build a business that gives you the life you want.