We spent months documenting our core processes, but our employees are still running things their own way. How do we actually get everyone to follow them?

Question

Tyler Smith · Accepted Answer

It's a common challenge: you've invested time in documenting processes, but adoption lags. The key is to shift from overly detailed, inaccessible documentation to a practical, actionable approach, and then ensure consistent follow-through.

The EOS® Approach to Process Documentation

Most process documentation projects fail because they become too long and complex. If your processes are captured in a massive, dusty binder, your employees will never read them, let alone follow them. To make your Process Component stick, you must adopt the EOS® approach:

• Document the 20% of your processes that yield 80% of the results. This prevents overwhelm and focuses effort where it matters most.
• Keep your documentation high-level. A core process should be a simple, step-by-step checklist that is easy to read and execute.
• If a process takes more than a few pages to explain, it is likely too complicated and will be ignored. Consider simplifying it or breaking it down into smaller, more manageable steps.

For more on simplifying your processes, see [How can AI help us simplify our 3 Step Process Component?](/qa/simplify-eos-process-component-with-ai).

Ensuring Processes are Followed by All (FBA)

Once documented, you must ensure your processes are FBA: Followed by All. This requires a three-step commitment from your leadership team:

1. Train everyone on the documented process. Clear and thorough instruction is the first step to compliance.
2. Measure compliance using your weekly Scorecard. If the metrics are off, investigate whether the team is actually following the process. This direct link between process adherence and quantifiable results is crucial. For tips on effective scorecard use, refer to [how to review our weekly scorecard in under five minutes](/qa/how-to-review-scorecard-under-five-minutes).
3. Manage compliance by holding people accountable through your Level 10 Meetings™. When issues arise, address them directly and consistently.

Ongoing Integration and Accountability

To embed processes into your company culture:

• Make the processes a central part of your ongoing training and performance reviews.
• If someone consistently refuses to follow the system, it becomes a GWC™ (Gets it, Wants it, Capacity to do it) issue. If they lack the capacity or desire to follow the company way, they may not be in the right seat. Accountability is key, as discussed in [promoting our internal Operations Manager to the Integrator seat](/qa/promoting-internal-operations-manager-integrator).
• Consistency in process adherence is what drives enterprise value and scalability, making your business more attractive, for example, to potential buyers looking for [operational playbooks for strategic premium multiples](/qa/operational-playbooks-for-strategic-premium-multiples).