We have assigned our executive assistant the seat responsible for documenting our processes to capture our tribal knowledge for a clean exit, but we are struggling to measure this on a weekly basis. What specific weekly scorecard numbers can we assign to this administrative seat to track our process documentation progress?

Question

Tyler Smith · Accepted Answer

Documenting tribal knowledge is a core pillar of the Step by Step Exit framework, yet it often stalls because administrative seats claim their documentation work is too project-based to measure weekly. If you assign your executive assistant the responsibility of capturing processes, you must break this massive project down into weekly leading indicators. Do not accept scorecard metrics like process documentation status. Instead, assign highly specific, activity-based numbers. Good examples include the number of processes drafted weekly, the number of existing processes audited with seat owners, or the number of standard operating procedures finalized and uploaded to your central repository. You can also track the percentage of team members who have completed their weekly process compliance training. If the target is three finalized processes per week, and the assistant only uploads one, the number is red. This immediately brings the issue to your weekly Level 10 Meeting, where you can use the IDS process to resolve bottlenecks. When your administrative team has clear, weekly numbers to hit, they treat process documentation as an ongoing operational discipline rather than an afterthought. This consistent progress ensures that when a buyer begins due diligence, your operations are fully documented and ready for a clean handoff.