Your org chart, one layer down
Fill this in while the chart is on screen. Nobody will collect it.
1. Your departments rough numbers are fine, do not go and look them up
One row per department: the people, roughly what it costs you a year, and
then the one agent you would put underneath it. Write the job the way you would say it to a
new hire, not the way you would write a spec.
| Department | People | Payroll / yr |
Agent I would hire | What I would give it to do |
|---|
| | | | |
| | | | |
| | | | |
| | | | |
| | | | |
| | | | |
| | | | |
2. Which one is the constraint the department holding the company back
Not the biggest, and not the loudest. The one that, if it could do twice as
much next quarter, would change the number at the bottom. Build that agent first.
3. Your own assistant the one on the dotted line off your box
Yours, not a department's. It sees your inbox and your calendar, and it changes
your day rather than the company's. What would you hand it first? And name it — you
manage a colleague, you only ever use a tool.
AND I AM GOING TO CALL IT
4. For reference the chart from the session
RuthFinanceCloses the month$3,600
OmarPeopleScreens every applicant$600
NadiaSalesWatches every account$5,000
MarcoMarketingTests what actually lands$2,400
SamOperationsKeeps the SOPs true$1,800
AmaraServiceAnswers, then learns$4,200
JohnnyDevelopmentBuilds what you ask for$1,200
EveYouRuns your day$1,200
23 people · $2.38M of payroll
| 8 agents · $20,000 a year
| not one person left the chart
The number that is not on that chart. $20,000 is what these cost to run. What
they cost to stand up is a real project, and anybody who says otherwise is selling you
something. The licence is the cheap part; connecting them to your systems is the work.
Your week, on one page
Fill this in while the calendar is on screen. Nobody will collect it.
5. Map a normal week rough is fine, do not optimize it
Write what you actually do, then put a letter in the corner of each block:
A assembling, D deciding and people, Y yours, N nothing (open).
| MONDAY | TUESDAY | WEDNESDAY | THURSDAY | FRIDAY |
|---|
| 7am | | | | | |
|---|
| 8 | | | | | |
|---|
| 9 | | | | | |
|---|
| 10 | | | | | |
|---|
| 11 | | | | | |
|---|
| 12pm | | | | | |
|---|
| 1 | | | | | |
|---|
| 2 | | | | | |
|---|
| 3 | | | | | |
|---|
| 4 | | | | | |
|---|
| 5 | | | | | |
|---|
| 6pm | | | | | |
|---|
A
AssemblingReading, gathering, formatting, chasing. Producing the input.
D
Deciding & peopleThe part of the job only you can do.
Y
YoursLunch, family, thinking, the gym. Time that is not the company's.
N
OpenGenuinely unbooked. Be honest about how little there is.
6. Add it up count the hours in each letter
7. The one that hurts be specific, name the actual task
The task on this grid that costs you the most hours and bores you the most.
It is almost always an assembling block. That task is your starting point, and you will
come back to it on the next page.
The honest version of the promise. Assembling does not go to zero. In the week you
are about to see it goes from 42 hours to 3. Nobody believes zero, and you
should not either.
Monday morning
Written down before you leave the room. This is the whole point of the session.
8. What belt are you tick one honestly — everybody at the bottom started at the top
CuriousYou have an account. Nothing about how you actually work has changed. PersonalYou use it most days for drafts and summaries. It helps you, and it stops at you. ConnectedIt can see your calendar, inbox, files, CRM. It answers questions about your business. CompoundingYou write skills. What you redo every week gets written down once, and reused. AgenticThe skills run on a schedule without you. Work is done before you open the laptop. 9. Your first move one line, and a date you will actually keep
If you only do one thing: turn on a meeting note taker for every meeting,
and connect your email. Then your file share. That is the gap between rung two and rung
three, and it is smaller than you think. Do not book AI training until you are
connected, because untrained plus unconnected teaches your team that this is a toy.
Then go back to page 1 and build the agent for the department you named as the constraint.
10. The next ninety days start with you, then your managers — same shape as EOS
DAYS 1 TO 30Connect two things
- Note taker on every meeting, starting tomorrow
- Email and calendar connected to one business tier assistant
- Use it daily for four weeks. Just you, no committee
DAYS 31 TO 60Teach it one thing
- Take the task you wrote on page one
- Do it together three times, then have it write the steps down
- Publish your one page AI policy
DAYS 61 TO 90Prove it, then widen
- Measure that task against what it cost before
- Your managers next, each on their own department’s real work
- Then whoever reaches for it. Reward the first person who builds
11. Before you scale it the six that matter
Know where your data goes (business tier does not train on your content, consumer tier may).
Keep a human on every release. Demand sources. Give every workflow an owner. Do not automate
judgment: hiring, firing, pricing exceptions, credit, anything with legal exposure. And write
the one page policy now — your team is already using AI whether you have one or not.
Two habits worth more than any tool you pick. Treat it like you are paying somebody
a hundred thousand a year to assist you, and give it the access that job would need —
which is why the ones on page 1 have names. You manage a colleague; you only ever use
a tool — and most of your company will never open the tool at all, they will just talk
to the agents you built. Second: stop telling it how. Tell it what you are trying to
achieve and why, the way you would brief a good employee, then let it come back with the
questions you did not think to ask.
The question everybody asks, answered. How do I stop it reading everything? You give
it the access you would give a person: read only until it earns more, its own login with its
own permissions, scoped to one system, logged, switched off the day it is not needed. You
solve this every time you hire somebody.
What it is worth, and what happens next
The two questions you were asked in the room. Answer them here, in pen.
12. Do the arithmetic yourself your hours, not the ones from the session
Take the A total off your own grid on page 2, then discount it by three
quarters because you were going to anyway. The last line is the point: it stops being a
software decision and becomes an arithmetic one.
Assembling hours in a normal week — from page 2
hrs/wk
× 46 working weeks
hrs/yr
÷ 4, assuming I am only a quarter right
hrs/yr
An hour of my time is worth
so the line above is worth
And if I actually got that time back, I would spend it on:
13. For reference the week from the session, and where its hours went
Inbox triage, morning and night15hrs/wk
The board deck10hrs/wk
Recurring reports and research7hrs/wk
Pipeline prep and the forecast5hrs/wk
Vendor and QBR prep2hrs/wk
39 hours a week | 1,794 hours a year
| a quarter of that is still 460 hours, or about
12 working weeks
Why a quarter and not the whole thing. That calendar is a real shape, not a real
company, and assembling went to 3 hours rather than to zero. Discount it hard: even
at a quarter, 10 hours a week is time you genuinely do not have today.
14. A half day, if you want the fast version your own team, your own work
Everything in this handout works without me and some of you will do it on your
own, which is a good outcome. This is the shortcut, and what it leaves you holding.
Green beltA connected assistant
Email, calendar, files and CRM plugged in before lunch. The jump nobody makes alone.
Brown beltTwo skills, written by you
The two tasks off your own grid that cost you most, written down once. Not by me.
Black beltOne of them on a schedule
Running every morning before you open the laptop, and still sending nothing without your yes.
Leaving with itA plan and a policy
Your ninety days, written in the room. Plus the one page AI policy you do not have yet.
Half day$5,000
Full day$7,500
Both include two hours with one of my engineers beforehand getting your
systems connected, so the day is not spent on plumbing · a thirty minute call before, so
it is built around your actual work · and an hour afterwards, once you have hit the first
thing that does not work.
The reason not to sit on this. Nobody in your market is going to send you a note when
they get ahead of you. You will find out from a customer.