Before you start, and what an operator does
Before this course: Building a Team Rhythm (course 2.2.3). Before that: Daily Business Habits (course 2.2.2) and The Show Up Every Day System (course 2.2). Think of a farmer. Spring, summer, autumn and winter each need different work, and a good farmer plans for all four, not just today. An operator does the same for a business: plans the seasons, protects the people and writes down how things run.
- This course assumes you finished 2.2, 2.2.2 and 2.2.3. You already have a daily move, a few honest numbers, a weekly review with a decision log, if-then plans, SOPs, a who-does-what table, a team cadence (daily huddle, weekly meeting, monthly review) and one-to-one check-ins.
- Those courses covered the day, week and month. This course covers the quarter and the year, plus the things that sit outside any calendar: money cushion, energy and people.
- An operator here means the person who keeps the whole business running well over time: they plan, watch the numbers, look after the team and write the rules down. It can be you alone or you with helpers.
- An operating playbook is one written document that says how the business runs: the goals, the routines, the SOPs, who owns what, when the team meets and how decisions are made. Lesson 6 builds it.
- Things do not stay smooth. Sales have slow months, helpers leave, tax dates arrive and people get tired. The playbook does not remove these. It helps you respond calmly and recover.
- Rule for this course: plan the season before it arrives, and protect the people who do the work.
- Open the documents from the earlier courses: your one-page checklist, numbers sheet, decision log, SOPs, who-does-what table and cadence calendar.
- Write the date of your last monthly review. If it is more than 6 weeks ago, do one now before you continue.
- Make a table with three columns: Day and week (what runs now), Quarter and year (what is not planned yet), People and energy (what is not protected yet).
- In each column write at least two items that you currently handle "in your head".
- Circle the one item that would hurt most if you were unavailable for two weeks.
- Check: you have a list of what is already written and a short list of what is only in your head.
Videos by other creators on YouTube, for reference. They are not made by or affiliated with The Future Market.
Read the video script
[Host] "A farmer plans four seasons, not just today. A good operator does too."
[Text on screen: Day. Week. Month. Quarter. Year.] "You already have the day, the week and the month. Now we add the quarter and the year."
[Screen: three columns of a table filled with notes] "List what is written down, and what only lives in your head."
[Text on screen: Circle the biggest risk] "Circle the one thing that would hurt most if you were away for two weeks."
[Host] "Plan the season before it arrives, and protect the people who do the work."
Make your three-column table and circle the one item that would hurt most if you were away for two weeks.
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For a grown-up: Claude is for adults (18+). Copy this, paste it into Claude, and use the answer to explain the lesson to your child.
I'm learning "Operator Playbook: lead a business through seasons" on The Future Market. Lesson 1: "Before you start, and what an operator does". What the lesson teaches: - This course assumes you finished 2.2, 2.2.2 and 2.2.3. You already have a daily move, a few honest numbers, a weekly review with a decision log, if-then plans, SOPs, a who-does-what table, a team cadence (daily huddle, weekly meeting, monthly review) and one-to-one check-ins. - Those courses covered the day, week and month. This course covers the quarter and the year, plus the things that sit outside any calendar: money cushion, energy and people. - An operator here means the person who keeps the whole business running well over time: they plan, watch the numbers, look after the team and write the rules down. It can be you alone or you with helpers. - An operating playbook is one written document that says how the business runs: the goals, the routines, the SOPs, who owns what, when the team meets and how decisions are made. Lesson 6 builds it. - Things do not stay smooth. Sales have slow months, helpers leave, tax dates arrive and people get tired. The playbook does not remove these. It helps you respond calmly and recover. - Rule for this course: plan the season before it arrives, and protect the people who do the work. The exercise I'm working on: Make your three-column table and circle the one item that would hurt most if you were away for two weeks. I'm stuck. Please: 1. Explain the main idea in plain, simple words with one everyday example. 2. Walk me through the exercise one small step at a time. Ask me what I've done so far before giving the next step. 3. Don't just give me the final answer. Help me do it myself, and check my work when I share it.
I'm a parent helping my child (about 8 years old) with a lesson called "Before you start, and what an operator does" from the course "Operator Playbook: lead a business through seasons". Here's what the lesson says: Before this course: Building a Team Rhythm (course 2.2.3). Before that: Daily Business Habits (course 2.2.2) and The Show Up Every Day System (course 2.2). Think of a farmer. Spring, summer, autumn and winter each need different work, and a good farmer plans for all four, not just today. An operator does the same for a business: plans the seasons, protects the people and writes down how things run. The activity: Make your three-column table and circle the one item that would hurt most if you were away for two weeks. Please explain this so an 8-year-old understands: short sentences, a fun everyday example, and no hard words. Then give me 3 simple questions I can ask my child to check they understood, and a way to do the activity together, one tiny step at a time.
Sources
- Google re:Work, Understand team effectiveness (structure, clarity and dependability): rework.withgoogle.com/intl/en/guides/understand-team-effectiveness
Plan in 90-day cycles
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Plan for seasons, tax dates and cash
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Burnout, rest and energy
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Mentor others, and find a mentor
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Write your operating playbook
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The yearly review and the next year
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Final project
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Quiz
What does this course add to the day, week and month routines?
The quarter and the year, plus cash, energy and people.
How many objectives and key results does Google's OKR guide suggest?
3 to 5 objectives, and about 3 key results for each.
What is Google's "sweet spot" score for OKRs?
60% to 70%.
What are the three parts of a 90-day cycle?
Plan week, a mid-quarter check, and a review and reset week.
Why should you plan for tax payments in your cash forecast?
Many countries collect tax in instalments, so the cash must be ready on the due dates.
What is a cash cushion for?
To pay bills when sales are slow or something goes wrong.
How does the WHO define burn-out?
A syndrome from chronic workplace stress that has not been successfully managed.
What are the three dimensions of burn-out in the WHO definition?
Exhaustion, mental distance or cynicism about the job, and reduced professional efficacy.
What should you do if someone may harm themselves right now?
Call your local emergency number or crisis line.
Why should you check your country's rules on vacation and leave for staff?
Minimum leave and pay rules differ by country.
What are the four parts of a mentoring session in this course?
Goal, Listen, Options and Next step.
What is key-person risk?
The business stops or suffers when the one person who holds all the knowledge is away.
Final exam
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Certificate
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