Business Systems and Processes.

The Systems Thinker Blog

Do You Have the Courage of Accountability?

“The ultimate distinction setting a ‘Results Rule!’ culture apart from all others is personal and organizational accountability” (Randy Pennington, Results Rule!, 157).

Some business owners and managers use the principle of accountability as a big stick to achieve results. In our highly competitive world—whether in sports or business—top leaders are often fired for not meeting goals or expectations. Although a tough approach may be necessary at times, there is a better way.

Ownership Is Stewardship

While “accountability” often elicits fear from employees, “ownership” of a business system, task, or result can be highly motivating. When the right person is given the opportunity to take ownership of a system, showcase their skills, and exert personal influence to make a difference, they will raise the bar on performance. You can count on it!

System Ownership

I happened to be visiting a large home-decorating retail customer when the owner was meeting with his management team to discuss the problem of getting reports on time. He asked me to sit in. To my surprise, the business owner began the discussion by saying, “Let’s ask Ron why this system isn’t working.” I was on the hot seat.

My first question to the group was, “Who is the owner of the system?” Everyone looked at each other. The business owner finally broke the awkward silence by saying, “Everyone knows their responsibility, so we didn’t feel a need to assign a leader.” As diplomatically as I could, I responded, “I think that may be the problem.” And it was. A person was immediately assigned responsibility for the process, and the reports were never late again.

Lack of ownership by a single person is a common cause for the breakdown of business systems!

The Leader’s Role

In Box Theory™ methodology and software, there is never a business system without a designated owner! When transferring ownership of a system or process, keep the following in mind:

  1. Clearly communicate the core purpose and expectations.
  2. Provide the necessary knowledge and skills.
  3. Define the system and the boundaries for individual action.
  4. Give people trust and freedom to fail in honest pursuit of objectives.
  5. Provide frequent feedback regarding results.
  6. Celebrate success.

Extraordinary Results

A documentary of a few years ago about Pixar Animation Studios illustrates the power of ownership. Several talented animators—one after another—were given the opportunity to direct a full-length film. From each animator-turned-director came such blockbuster and academy award winning hits as “Toy Story,” “A Bug’s Life,” “Monsters, Inc.,” “Finding Nemo,” “The Incredibles,” “Cars,” “Ratatouille,” “Wall-E,” and “Up.”

The result of allowing talented animators to step into the role of film director was nothing short of amazing. It would be like each offensive lineman of a football team becoming the quarterback for a game—and each winning the MVP award!

Ownership and accountability are important secrets to developing a culture of excellence.

Do all your business systems have an owner? If not, now is a good time to honor and elevate the right people!

*****Special Alert: My Retirement is Your Gain*****

To give back to the entrepreneurial community, I HAVE DECIDED TO GIVE AWAY MY VALUABLE SYSTEMS-BUILDING SOFTWARE, ecOURSE, AND OTHER INFORMATION ABSOLUTELY FREE. By filling out the form on this page, you will go directly to a download page. This is not hype. There is no catch. You will receive a software product and a “college equivalent” eCourse on how to develop effective business systems and processes. Customers have been paying for this software and eCourse for fourteen years (see What Cutomers Are Saying).

I will show you how to eliminate business frustrations and make more money by creating remarkable systems and processes that boost customer loyalty, profitability and growth. The application of these strategies has proven to be of great worth for owners of many small and mid-size businesses. Put me to the test!

You will learn the following, and much more:

  • How to become a Systems Thinker and raise your business I.Q. by 80 points—OVERNIGHT.
  • What six elements are found in every great business system.
  • How you can remove waste and inefficiency, and build a results-driven organization.
  • Why good systems and processes are the essential ingredient to start, grow, fix or franchise (replicate) your business.

You have nothing to lose and everything to gain. I will not be trying to sell you because you are getting everything for FREE, much more than I have described here. I won’t be contacting you; however, you can contact me for help with the software or your business at any time. Please browse around my website. If you have any questions, email me, Ron Carroll, at

I hope you enjoy and benefit from this FREE offer. It was a labor of love for me to develop. Becoming a Systems Thinker and using the Box Theory™ methodology will be one of the best decisions you have ever made.

I’ll be cheering you on from my quiet fishing hole in the mountains of Utah.

I want to learn how to create remarkable business systems …

Just Retired
Gone Fishing
Your Lucky Day

It's time for me to focus on other things. Many hours and dollars have gone into my software and written materials over the last fourteen years. Now it's time to give back. This is not a gimmick. There is nothing to buy. I give it all to you for free. If you use the software and apply the principles, you can create a remarkable company. See Below. Have fun!

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Welcome to the #1 website for helping owners of small to midsize businesses create customer-pleasing, waste-removing, profit-boosting business systems and processes.

Michael Gerber, "E-Myth"

Michael Gerber

"Organize around business functions, not people. Build systems within each business function. Let systems run the business and people run the systems. People come and go but the systems remain constant."

W. Edwards Deming, Total Quality Management

W. Edwards Deming

"If you can't describe what you are doing as a process, you don't know what you're doing. . . . 94% of all failure is a result of the system, not people."