Process indicators are what did we do to get the performance.

So let's use, let's use acquisition for example.

Right, so getting the contracts.

The process indicator would be how many phone calls did we make?

How many appointments did we schedule? What are the things that are not outcomes?

But we have full control over them. It doesn't matter. I mean tomorrow I have no control of whether

not somebody would sign a contract to sell me their house. Yeah. I can do

everything I want at the end of the day the guy could just say no. Yeah.

What I do have full control over is how many phone calls I make how many letters I send how many marketing dollars I spend yeah

Process the output yeah and so I'm tracking that daily

And every day I'm saying here's what we did today interesting yeah and if the

process lags for so if somebody doesn't do their job for three days then we have a

people problem yeah I gave you a process you didn't do it for three days and

therefore we're gonna have a performance problem at the end of the week.

Yeah. Right? If I gave you the process, you hit the numbers, but we still didn't get the outcome.

Performance. Then we know we got got a we've got a process issue

oh it's a process issue if they made the phone calls made the phone calls you did

everything you were supposed to do you did your job and we don't get the

outcome yeah something is wrong with our process in In other words, 10 phone calls doesn't

equal one contract. Because you made 10 phone calls and we didn't get one contract.

But what if like one salesperson makes 30 and the other person does 30 calls and doesn't get a contract, then is it a performance?

Then we would get back to what I've been pounding on everybody lately about, which is auditing.

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