Process Roadblock #1: The Detail Trap
Most business leaders who say they’re “struggling with process” are actually struggling with change. That was the point of my previous article, You Don’t Have a Process Problem—You Have a Change Problem, which focused on the fundamentals of getting processes done in a growing, entrepreneurial business.
Once you understand the fundamentals of how process actually works inside a growing business, you run into the next set of challenges—the ones that show up when you try to apply those fundamentals in real life.
Application is where the nuance creeps in. It’s where “the right answer” becomes “it depends.” And it’s where even smart, seasoned entrepreneurs get stuck.
After eight years running my own company and working with more than 100 entrepreneurial teams, I see the same three obstacles show up over and over again—the friction points that keep change from sticking:
How detailed should my processes be?
Where do roles and responsibilities fit in?
When should I start building my playbook? (aka when is the juice worth the squeeze?)
This piece focuses on the first one.
Obstacle #1: How detailed should my processes be?
Main Point
Processes are not detailed at all. Training can be, though. Know the difference.
Deeper Dive
There are two distinctions that matter:
Process vs. documented process
Process vs. training
Let’s make both clear.
1. Process vs. Documented Process
A process is an idea—a repeatable sequence of steps that leads to an outcome. It’s part of the intangible infrastructure in your business, your intellectual capital.
A documented process is that idea made visible, through the written word, video, or a visual.
You can have great processes that work beautifully without a single word written down. That’s called institutional knowledge.
You can also have beautifully documented processes that no one follows. Those are called words on a page.
This distinction matters because it helps you diagnose the real problem:
If people “don’t have processes,” but the work is getting done consistently → they lack documentation.
The fix is to define and document what already works so you get clarity and accountability.
If they “don’t have processes” and the work is not consistent → they lack commitment to their “one way” of doing it.
The fix is to decide what the right way actually is, then document it.
Start with the truth, not the symptoms.
2. Process vs. Training
A process is what happens.
Training teaches how it happens.
You can have a solid process that fails because your training is weak.
You can have fantastic training built on a shaky process.
Both lead to the same outcomes: Inconsistency. Mistakes. Money bleeding out the back door.
Processes need to be simple. Training needs to be as detailed as the person learning it requires.
Which brings us back to the original question: How detailed should it be?
So… how detailed should it be?
Einstein said it best:
“Everything should be made as simple as possible, but not simpler.”
For documented processes, less is more. Map the major milestone (as explained here). Get the sequence right. Define what is happening.
For training, the “how detailed?” question finally makes sense. And there’s only one way to answer it:
Who is it for?
Great teachers start with the student.
Are you training a nurse who already has a foundation and just needs to know how your hospital does things?
Are you training a janitor with 30 years of experience who just needs the quirks of your building?
Are you onboarding a CFO you finally hired so you don’t have to think about the numbers anymore?
They don’t need to learn the basics of their profession. They need to learn the basics of your business.
Or are you truly teaching someone how to do every single facet of their job? Then add the detail that will teach them.
So ask yourself: Who is this process for? And what do they need to know to carry it out the right way, every time?
That’s where the right level of detail lives.
This is the first of three short, practical breakdowns on the obstacles that quietly derail leaders of entrepreneurial companies when they try to operationalize change. Next up: how roles and responsibilities fit into your playbook—and why most companies mistake job descriptions for accountability.
If there’s a detail in your business you’re wrestling with right now, hit reply and let me know. Chances are, someone else is wrestling with it too.
When you’re ready, here’s how we can help:
A 1-day intensive where we will DEFINE your 3 most critical processes—how you sell, how you deliver, and how you collect money—then identify what people need to know in order to execute on those processes. $3,500
A 1-day intensive followed by a 30-day launch period where we will DEFINE your 3 most critical processes, DOCUMENT them in playbooks you’ll use to train your team, then DELEGATE them by accelerating adoption and driving accountability. $7,500
The PlaybookBuilder Process Cohort
A guided 6-week sprint where you’ll finally get your playbook done alongside 8-12 other business leaders—with a proven methodology, real-time work blocks, and live coaching. Plus, try PlaybookBuilder FREE for the full 6 weeks. $1,500
Hi, I'm Elizabeth
After growing and selling my first business in the food industry, I started Untangled to help other business owners scale their business without losing its soul.
I've been working with fascinating, smart, growth-minded entrepreneurs ever since. Most have rapidly growing small businesses where it's challenging to keep everyone aligned around doing things the same way.
Curious about working together? Reach out here: elizabeth at untangleyourbiz dot com.
