Running a business is a constant struggle to make sure all pieces are working together. I have come to realize while there are many facets to a successful business, they can all be grouped into these three pillars. They need to be working in conjunction with each other. If one of them is faulty, the business begins to tip over.

The three pillars are the following

  1. Documented Structures
  2. Training and Development
  3. Accountability

Let’s go through each one.

Documented Structures

Are all the ways of executing your business documented? From job descriptions, to marketing processes to customer interaction? Without documentation you leave it up to your team to decide how THEY feel it is best to execute their jobs.

Too often businesses allow new managers, who may have some experience in their business, to change every process as soon as they are hired. Services from vendors are cut without even finding out if they are working. It is up to the whim of the new manager. This seems disruptive especially if this manager ends up leaving in a short period of time.

I use this example when I am working with businesses on this topic. Let’s say you are hired by McDonalds. You tell them you worked at Burger King and Wendy’s, so you have experience. They will think this is great, you understand how to work in a fast food environment, but then they will show you how it is done at McDonalds. They will not let you do it your way.

If companies had everything written out, it would help with the hiring process. You could show new employees or even managers your structure and then hire those who will carry it out, versus hiring people who want to do it their way.

Training and Development

I put development into the title because it signifies an ongoing process to help improve performance. Notice I did not use the word education. A client of mine pointed out, education is a one-time event. You read a book, watch a video, sit through a seminar or workshop. Training is helping the attendees implement their new knowledge into their day to day structure.

Think from a sports analogy. We develop players We train each day to improve performance. They have a structure around them designed to improve individuals and team performance. Yet many businesses don’t have this in place.

Take a look and see what training structure is in place on a weekly or monthly basis. Not just for new ideas or things that may be changing, but the day to day work of each department or employee. Making sure they are executing at a high level.

One extra caution: make sure those who are doing the training and coaching have been trained to do so. Just because they were a good performer does not make them a good teacher.


First, everyone needs to understand the metrics agreed upon for success. We need to know what we are looking at or your team may think success is one thing versus what leaders are looking for. If, for example, # of sales is a metric for success, how they get there and at what expense may actually be hurting your business. Whereas if efficiency is the metric, then we need to understand what metrics are involved, how we perform and how we will use training and development to improve performance.

Again, make sure there is a structure in place to look at the metrics. Who is responsible for the success of the team? In some cases, we expect individuals to hold themselves accountable, and while this can be a part of accountability, we all need someone who is leading to make sure we are following what is expected. Is it weekly, monthly, what documents or reporting to be used for review.

“Accountability never ends for great companies.”

Take time to review these three pillars. Rate yourself with a 5 if you feel they are correct and in place. If you rate yourself lower than a 5, what will it take to move up to a 5 and put in a plan to improve these pillars over the next 6 months.

As always if I can be of service please reach out. If you found value in this article, please share. It would mean a great deal.

Author: Glenn Pasch

As the CEO of PCG Companies, Glenn works with clients to develop new strategies that will enable their businesses to become more visible, efficient and profitable.

Glenn has more than 25 years of experience with a proven track record of leading diverse teams of professionals and companies to new levels of achievement in a variety of highly competitive industries and markets.

Digital Dealer