What's Changing & Why — One Janitorial

1

ContextThe Why

I want to be fully transparent with you three. I ran a diagnostic on my own leadership — the same way I'd run one on any department — and I'm sharing the results with you because I expect every manager to be honest about where they need to improve. That starts with me.

Here's the short version: I'm world-class at seeing problems and building systems. I'm failing at installing those systems into people and holding anyone — including myself — accountable to specific, measurable follow-through. That's been creating a cycle where we diagnose the same issues month after month and nothing permanently changes. That's on me.

You three are fantastic managers. I want you to succeed, and a big part of that is getting out of your way while giving you the tools to see exactly where your departments stand every single day.

📋

What's Happening

We're removing a lot of the old overhead and replacing it with something simpler. The Coaching & Performance Board is gone. In its place: a daily tracker for your teams, a Manager Daily Scoreboard for you (six fields, five minutes), and a weekly report due every Tuesday by 4:00 PM. Targets are built into the boards so you can see what a pass and a fail looks like. My coaching with you will be focused — one topic at a time, worked until it's fixed — instead of 27 things crammed into one call. That overload was my fault completely, and I'm fixing it.

2

Self-EvaluationWhere I'm Strong

A-

Pattern Recognition

When one thing breaks, I can see the 10 other places the same root cause is creating problems. I connect dots across departments, timelines, and people. Our HubSpot setup, Monday.com tracking, WBR process, and daily reports all exist because of this skill.

The weakness: I use this skill to show people the patterns instead of making them find the patterns themselves. I list every example, which overwhelms instead of develops. Fix: I'll show one example in depth, then ask: "Where else do you think this is showing up?"

A-

Systems Thinking

I can design operational systems — reporting infrastructure, tracking mechanisms, process workflows, accountability structures. The infrastructure at this company is strong. Most companies our size don't have half of it.

The weakness: I build the systems but don't install them into the people. Building is 20% of the work. Getting humans to use it consistently is the other 80%, and I've been neglecting that. Fix: Every new system gets a live walkthrough where the people using it do it in front of me on real data. Then I verify weekly that it's being used.

A

Diagnostic Ability

When something goes wrong, I find the root cause faster than anyone. I don't accept surface explanations. I keep digging until I find the structural or behavioral gap that made the failure possible.

The weakness: I diagnose for people instead of teaching them to diagnose. Fix: When a problem surfaces, I'll ask: "Walk me through the 5 Whys on this." If you can't do it, I teach you the framework live. Within 90 days, every manager should be able to run a root cause analysis without me.

3

Self-EvaluationWhere I'm Average

B-

Depth of Questioning

I push past surface answers sometimes — "okay, but what in our system allowed that mistake to happen?" — which is good. But too often I accept partial answers and move on. Someone says "I'll look into it" and I take that at face value instead of asking: "What specifically are you going to look into, and what will you do with what you find?"

Fix: Never accept an answer that doesn't include a specific action, a specific name, or a specific date. If someone's answer is vague, I ask again: "That's a general answer. Give me the specific — who, what, by when?"

C+

Asking vs. Telling

I start coaching conversations with good questions. But I can't resist answering my own questions within 30 seconds. I ask "what do you think we should do here?" and before you finish your answer, I'm already laying out my solution. That trains you to wait for instructions instead of developing your own judgment.

Fix: After I ask a question, I shut up. Even if the silence is uncomfortable. My target is at or below 40% talk ratio on every coaching call — meaning you're talking 60%+ of the time. If I'm talking more than you, I'm lecturing, not coaching.

C

Emotional Calibration

I care about my people and I don't want you to feel attacked. Good instinct. But I let that override accountability too often. When someone admits they dropped the ball, I say "okay, all righty then" and move on because I don't want the conversation to be uncomfortable. The result: admitting failure has no consequences.

Fix: When someone admits a failure, I acknowledge the honesty — then hold the line. "I appreciate you being straight with me. Now — what's your plan to make sure this never happens again? I need specifics, not intentions. And I need them by end of day." Warmth and accountability in the same sentence. Every time.

4

Self-EvaluationWhere I'm Failing

D

Framework Transfer

This is the single biggest gap in my leadership. I teach concepts brilliantly. I teach systems terribly. I say things like "solve problems permanently" and "coach your people" — and those are correct. But they're completely useless without a HOW. Telling you "solve problems permanently" is like telling someone "just be healthy." Every time I've given a WHY without a HOW and then been frustrated when nothing changed — that failure is mine, not yours.

Fix: Every concept comes with a specific, written, step-by-step framework. Not a speech. Not a philosophy. A checklist with numbered steps. Example: instead of "coach your people," you get the 5-Step Coaching Close — (1) Name what you observed with specifics, (2) Ask why and listen, (3) State the standard and confirm understanding, (4) Have them demonstrate the correct approach live, (5) Document it and set the follow-up date.

D-

Commitment Quality

I let conversations end with vague commitments. "I'll work on that." "I'll look into it." "Maybe Tuesday." None have a specific deliverable, a hard deadline, a verification mechanism, or a consequence for missing. They sound like commitments. They're just words that end a conversation.

Fix: Every commitment must pass the 4-Part Test before I accept it: (1) Specific action — the precise deliverable. (2) Measurable output — how we'll both know it's done. (3) Hard deadline — day and time, not "this week." (4) Verification method — how I confirm it happened. I'll write the commitment down during the call and read it back before we hang up.

F

Accountability Follow-Through

This is the worst one. I almost never start a coaching call by checking previous commitments. Every call starts from zero, as if the previous conversation never happened. Old commitments just disappear. I've accidentally built a system where promises to Peter have no consequences. Same problems come up month after month — I diagnose them, coach on them, commitments get made, nobody follows through, I don't check, the problem reappears. That loop is on me.

Fix: The first 5 minutes of every call: "Show me the commitment you made last time. Did it happen? Show me the evidence." If it happened — great, we move on. If it didn't — that is the entire call. We don't introduce a new topic. If the same commitment is missed twice, that's not coaching anymore. That's a performance conversation.

D

Priority Overload

I recently counted the number of distinct topics I covered on a single coaching call. Twenty-seven. In 83 minutes. How many were resolved to completion? Zero. I'm drowning my own managers. I see everything that's broken and try to fix everything in one conversation. Nobody can absorb that.

Fix: Every coaching call covers ONE topic. One example explored in full depth, one framework taught or practiced, one verifiable commitment made. Everything else goes on my private list for future calls. If I catch myself saying "and another thing…" I stop.

🤝

What I'm Asking of You

I'm holding myself to this standard publicly so everyone knows the bar applies to all of us — starting with me. If you see me slipping back into old patterns — lecturing for 20 minutes, overloading a call with 15 topics, accepting a vague commitment, skipping the previous-commitment check — call me on it. I'd rather be corrected in the moment than repeat the same leadership failure for another six months.

In return, I'm asking you to be equally honest about where you need to improve and equally committed to the specific work to get better. Not intentions. Specific frameworks, practiced and verified, until they become habit.

5

New SystemWhat's Changing

Summary of Changes

1

Coaching & Performance Board → Gone

We over-engineered it and it wasn't getting used properly. Everything it was supposed to track now flows through the daily and weekly systems below.

2

Daily Team Trackers → Actually Use (Your Team Fills Out)

Every person on your team fills out their department tracker before they log off. Every day. No exceptions. Your job: make sure they do it, then verify it every morning — first thing, before anything else.

3

Manager Daily Scoreboard → New (You Fill Out)

Six fields, once at end of day, five minutes. Replaces everything the coaching board was supposed to be. Details below.

4

Weekly Reports → Actually Use (Due Mondays by 4:00 PM)

Department weekly tracker with targets built in so you can see what passes and what fails. This week, they do need to be done. Details below.

5

Coaching → Actually Use One Topic at a Time

Coaching will be based off the data from these trackers. Instead of me going over 27 things on one call, we work on one thing until it's fixed. I want to help you fix them. I am absolutely part of the problem.

6

DailyTeam Trackers

⚠️

Rules for Every Tracker

Full first and last name. Every time.
Date = the day you're reporting on.
Submit before end of shift. Not the next morning.
If something didn't happen, enter 0. Never leave it blank.

ℹ️

How the Forms Work

Each tracker is a Monday.com form. When you open it, you select your position. The form only shows the fields that apply to your role — you won't see anything that isn't yours. To see the full form logic or change which fields show for which role, go into Monday.com, open the board, and check the form settings.

Sales Tracker — Lobsang, Forward to Your Team

Select your position (Setter or Presenter) — the form shows your fields.

Open Sales Tracker Board ↗

Service Tracker — Taylor, Forward to Your Team

Select your position (Client Service, Alliance Service, or Alliance Selection) — the form only shows the fields for your role.

Open Service Tracker Board ↗

BCO Tracker — Farouk, Forward to Your Team

All BCO team members fill out the same fields.

Open BCO Tracker Board ↗

⏱️

How to Calculate Talk Time — Share This with Your Team

Add up every minute in live conversation — phone calls and Google Meet.

Calls: Pull your log from HubSpot or your dialer. Add up durations.
Meet: Use actual time, not scheduled time. Check Meet history or recording length.
Both? Add them together. Example: 45 min calls + 18 min Meet + 25 min Meet = 88 minutes.

This gets automated soon. For now, 2 minutes of work before submitting.

🔍

Your Morning Check

First thing every day — open yesterday's tracker, filter by date, scan for things that don't add up. 3 calls but 3 hours talk time? Problem. 2 closes but nothing in HubSpot? Problem. Zeros across the board but they were online? Problem.

The tracker tells you who to coach that day. Don't overthink it.

7

DailyManager Scoreboard

📌

This Is Yours — Not Your Team's

You fill this out every day before you log off. Separate from your department tracker. It directly replaces the Coaching & Performance Board without all the diagnostic fields that were being left blank.

Open Manager Scoreboard ↗

Field	What It Means
Problems Found	Every issue you caught today. A rep not following the script. A partner email that sat unanswered. A verification call that was 45 seconds. A ticket closed without confirmation. An appointment booked 8 days out. Count them and enter the number. If the daily reports show problems in your department and you entered 0, I'm going to ask why you didn't catch what the report caught.
Coachings	How many person problems you addressed today. A coaching means four things happened: you identified what the person did wrong, you sat with them, they demonstrated they understand the correct way, and you're confident they can do it going forward. Telling someone to fix something is not a coaching. Sending a message is not a coaching. A coaching means the person showed you they understand.
Fixes Implemented	How many system or process problems you fixed today. Different from coaching a person — this is when the problem isn't the person, it's a broken process, missing tool, unclear responsibility, or gap in the system. Examples: set up a shared inbox, reassigned overloaded work, created a missing checklist, changed a confusing workflow. If nothing structural needed fixing today, enter 0. But if you keep entering 0 here and the same problems keep showing up, that tells me you're only coaching people and never fixing the systems they work in.
What Happened	One line per problem. What you found, whether it was a person problem or a system problem, and what you did about it. Examples: "Joyce booking 7 days out again — person problem — coached her, had her demonstrate same-day booking, confirmed understanding." "Partner emails going to personal inboxes — system problem — set up alliances@onejan.com, daily clear-out assigned." "Kelly overwhelmed with setups on top of responses — blockage — moved setups to Habib, Kelly now focused on response times." Do not write a paragraph. Do not write a report. One line per problem. Three problems, three lines.
Hours Worked	Total hours you worked today.

8

WeeklyDepartment Reports

How the Weekly Tracker Works

Each department has a Weekly Tracker board on Monday.com. This is how we track whether we're improving week over week.

Every Monday by 4:00 PM, you fill out your department's weekly tracker for the previous week (Monday to Friday). This is part of the WBR for now. This week, just fill out the board. We'll talk about whether you'll also send a pre-work email going forward.

Service Weekly ↗ Sales Weekly ↗ BCO Weekly ↗

How to Fill It Out

Each row is a week. You'll see columns for your department's key numbers. Next to most number columns is a Status column — that's where you mark whether you passed, failed, or are approaching the target.

If you click on the number column header, there's a description that tells you what the target is. For example, on the Service board, "Total Recurring Issues" says "4 is fail." On the Sales board, "Booked App" says "3× number of FTE, anything less fail." On the BCO board, "Scouting meetings" says "below 25 fail."

That's how you know where you stand. Enter the number, then set the status based on whether you hit the target or not.

1

Enter the actual number for every metric column.

2

Set each status to Pass, Failed, or Approaching.

3

Fill in "Commitments for Week" — your top 3 things you're committing to improve.

Some columns are just information to have — they don't have a status column beside them. Just enter the number. If a column has a status next to it, that's one we're measuring against a target.

📅

Thursday Check-In

On Thursday we have a 15-minute meeting. The only thing we're looking at is your 3 commitments for the week. Are you on track? Are you stuck? That's it.

🎯

The Bigger Picture

I'm not going to over-engineer this. And I'm not going to solve everything for you. That's been my biggest issue — doing too much of the problem-solving instead of letting you solve it. You three are good managers. You know how to do the job.

My role is to make sure we're moving in the right direction. Your role is to own your numbers, own your department, and implement. If a number is off and you can't figure out why after you've tried, come to me with what you've already tried and we'll work through it together. I'm here to coach, not to micromanage.

The whole point of this is simple: week over week, are we getting better or worse? That's what I'm looking at. That's what you should be looking at too.