113. 9 Questions That Reveal Every Gap in Your Team

Summary

The Ops Experts Club Podcast
Episode 113: "9 Questions That Reveal Every Gap in Your Team"
Date: May 14, 2026
Hosts: Terry Turner & Taran (The Collab Team)

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Episode Overview

In this high-energy episode, Terry Turner and Taran from The Collab Team dive into a practical framework for identifying and addressing operational gaps within entrepreneurial teams. Building on their experience supporting high-growth businesses, they unpack their proprietary "Gap Analyzer" system and introduce a free nine-question “gap quiz” designed to quickly assess team efficiency, organizational clarity, and operational health. The episode balances tactical advice with candid, real-world anecdotes from the trenches of 7- and 8-figure companies.

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Key Discussion Points

The Pain Points of Scaling Teams

• Resource Worries: Visionaries often complain about operations being “so expensive” and question the necessity of each role. They frequently underestimate the time and resources needed to realize big visions.
  • “They minimize the amount of time they think it’s going to take to get their vision across the finish line.” (01:49, Terry Turner)
• Role of Gap Analyzer: The Collab Team developed the Gap Analyzer to help founders and operators see where their team’s time is really going, spot overlap, burnout, or missing pieces, and ensure everyone is working at their highest value.
  • “The gap analyzer is step one into, what are your people doing every day? Where’s the gap? Where’s the overlap?” (02:33, Taran)

Process for Identifying Gaps

• Team Inventory: First, take inventory of all tasks and compare with job descriptions.
• Delegate & Elevate: Use EOS (Entrepreneurial Operating System) principles to delegate lower-value tasks and elevate key contributors.
• Org Chart Clarity: Every role should have 3–5 key responsibilities, leading to clear SOPs and scalable processes.
• Exit Value: Documented systems not only improve efficiency, but also the ability to sell the business for a higher value.
  • “If those things fell out, would this even really be a business?” (03:24, Terry Turner)

The “Gap Quiz”—A Practical Assessment Tool

Terry and Taran guide listeners through the quiz, explaining each question and why it matters.

Quiz Questions and Insights (Timestamps are noted at introduction or key explanations)

1. How many people regularly work for your business? (06:42)

• Many founders underestimate headcount, especially with contractors. Be thorough—including “smaller level projects that maybe you’re outsourcing to VAs or people overseas.”
• “This probably isn’t one [question] to be conservative on. Be honest...” (08:14, Terry Turner)

2. What is your approximate annual gross revenue? (08:42)

• Context: This informs what is reasonable for labor percentages, tool investment, and complexity.
• “If I’m talking to my friends and they’re a $10 million business and I am a $500,000 business, economies of scale are going to be different.” (09:47, Terry Turner)

3. What’s your monthly spend on labor? (13:19)

• Don’t forget contractors and annual or project-based expenditures.
• “No shame. If you have to ask somebody, ask somebody. But when they tell you, hold onto that number.” (13:40, Terry Turner)

4. What best describes your role right now? (14:00)

• Identifies lens for answers (founder, operator, manager, etc).

5. What feels like the biggest constraint in your business? (14:20)

• Choices: Overload, unclear roles, tool overload, messy handoffs, or unclear constraint.
• Taran describes these as the “top complaints we hear when we’re helping out clients...” (15:02)

6. How confident are you that the right people are doing the right work? (18:17)

• Most teams are only “somewhat” or “not” confident.
• “It’s when I know that the right butts are in the right seats.” (18:17, Terry Turner)

7. Where do you feel the biggest time or money leaks? (Admin, mistakes, handoffs, reporting, hiring, meetings) (19:09)

• Frequent issue: Repetitive mistakes and work that “doesn’t go anywhere” because priorities shift before completion. (19:43, Taran)

8. How urgent do operational improvements feel right now? (20:01)

• Helps gauge readiness for intervention.

9. What’s your email address?

• So the team can send a personalized results summary.

Scoring:

• 0–39: Operational Instability
• 40–69: Functional but Friction
• 70–100: Healthy, ready to scale

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Notable Quotes & Memorable Moments

On Visionaries Underestimating Team Needs:

• “You can either lessen the load, or we need to really look at what people are doing... Sometimes we can get stuck in that. Like, how much is too much?” (01:52, Terry Turner)

On Tool Overload:

• “They’ve got their data everywhere. Instead of like—no, no, no, everything tied together in one centralized place so that we can get one dashboard that’s telling us the story of your business.” (16:04, Terry Turner)
• Taran’s tech stack audit process: look for redundancies, assign owners, and prune unused tools.
• “Why are you paying for Wufoo and Typeform? Aren’t they doing the same thing?” (17:22, Taran)

On Rework and Waste:

• “Every time it’s a replicated loop, like it’s just a breakage in the line that we didn’t fix last time because we were running too hard and fast until we hit it again.” (19:18, Terry Turner)

On Return on Time:

• “Are there things in my life... that I have no right doing anymore? Because we’re talking about a return on investment of my time too.” (15:43, Terry Turner)

On Simplicity:

• “Simplifying is getting rid of those turns, making the road straighter.” (11:21, Taran)
• Example: Keith Yackey, who outsourced almost everything to The Collab Team to keep things simple (11:40–12:00).

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Key Takeaways

• Start with Inventory: You can’t improve what you can’t see. Map out all team activities and expenditures.
• Get Honest: Include absolutely everyone who contributes, even part-time, contract, or overseas workers.
• Right People, Right Seats: Audit roles frequently—ensure everyone is working at their highest value.
• Reduce Complexity: Extra tools and chaos slow growth. Regularly audit your tech stack and systems.
• Efficiency > Size: Scaling isn’t just about more people or bigger numbers, it’s about optimized processes and ownership.
• Use the Gap Quiz: It only takes a few minutes and provides an immediate snapshot of where your operations stand and what to tackle in the next 90 days.

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Important Timestamps

• [01:46] – Why visionaries underestimate operational needs
• [02:33] – The purpose and process of the Gap Analyzer
• [04:25] – Step-by-step framework: Inventory, delegate/elevate, job descriptions, SOPs
• [06:42] – Question-by-question walkthrough of the Gap Quiz begins
• [11:21] – How unnecessary complexity derails team progress
• [16:04] – Unifying data and process with a single dashboard; importance of tech stack audits
• [18:17] – Confidence in team structure and effectiveness
• [19:43] – The costly cycle of repeated mistakes and wasted efforts

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Overall Tone

Engaging, energetic, and candid. The Collab Team provides both actionable advice and a behind-the-scenes look at operational excellence, with a healthy dose of humor and real-world stories.

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Further Resources

• Try the Gap Quiz: gapanalyzer.com/gapquiz
• Connect with The Ops Experts Club on Instagram and Facebook

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This summary delivers a practical roadmap for identifying and fixing operational gaps using the Collab Team’s proven approach. Whether you’re a visionary, operator, or team manager, this episode is a toolkit for greater clarity and efficiency.

Transcript

[Host]

Welcome to the OPS Experts Club. If you're at all interested in anything we talk about here in this episode, go ahead and check out the description down below and click any of the links there.

[Terry Turner]

Or if you just want to know

[Host]

more about us, click the links below. Now, on to the episode

[Terry Turner]

Ops Experts Club. What's going on? Terry Turner, the host.

[Taran]

Nothing. Just gets for this.

[Terry Turner]

No, dude, can I just say this? Tell me what you're pumped about. First, let me talk about what you're pumped about.

[Taran]

This OPS Experts recording.

[Terry Turner]

I could tell. You know how I could tell?

[Co-host]

It's the energy in your voice.

[Terry Turner]

I could hear it, dude. Like, most people like listening. They're like, wow, Taran's such a mellow guy. And I'm like, no, dude, I've been working with Taren 11 years now. There is psyched energy in Taran's voice today. That's how it works. My heart is smiling, dude, I'm telling you what? And you match my energy. It's like when you see I'm pumped, it's like you get pumped, and then we're both psyched out of our minds. It's like Sunday, Sunday, Sunday.

[Taran]

Yeah, just like that.

[Terry Turner]

Anyway, Taran, we've got to win back some followers, because what I've noticed is when we have the ladies on, we just get more people following us. There's just no way around that. And so Tabby was on the show last week talking about AI and finance, and it was like our viewer account shot through the roof. Dude, you and I got to get. At least they got to get prettier or got to get smarter or got to get something. You know, it's a podcast, so I guess people can't even tell how pretty Tabby is. But, like, still, what I am sorry.

[Taran]

I am doing my best here.

[Terry Turner]

Yes, you are. Hey, OPS Experts, thanks for joining us today. We appreciate you, Terrence, wearing his fine hunter's cap that I always appreciate when he wears for me. So those of you check out our socials if you want to see Taren's hunting cap, because it'll give you a

[Co-host]

little clip and you'll get to see

[Terry Turner]

how good Taren looks in it. I get to enjoy it the whole episode long. Today we're going to talk about gap analyzer and identifying gaps on your team. You know, I think a lot of the things we hear from people quite often, Taren, is that OPS is so expensive.

[Co-host]

Oh, man, do I really need all these people? Man, do I really need all this team?

[Terry Turner]

You know, and a lot of times,

[Co-host]

visionaries, they have these big visions, and

[Terry Turner]

they also minimize the amount of time they think it's going to take to get their vision across the finish line. So they're like, I've got this really big thing. I'm already. They're super psyched. And then, like, the next thing out of their mouth, they circle up with you or I as we're consulting with them and we're doing our integrator visionary meeting according to eos. And they're like, hey, feels like team's too big. Feels like we got too many people doing stuff. And it's like, well, bro, we got a couple questions here. Like, like, you can either, like, lessen the load, or we need to really look at what people are doing. And sometimes we can get stuck in that. Like, how much is too much? And so we created the gap analyzer to solve that problem. Taran, do you want to talk about that for a minute? Just about pain points. You recognize with visionaries that sometimes can minimize and try to determine team.

[Taran]

Yeah, I mean, they can get tunnel vision, too, with their team and not understand kind of the missing pieces that could really help them scale to where they want to go. And we come in, and it's very easy for us to identify what's missing or where burnout's happening, where. Where were overlaps happening? Wasted time, wasted space. So the gap analyzer is step one into, what are your people doing every day? Where's the gap? Where's the overlap? Yep.

[Terry Turner]

And then from there, we have a whole pipeline. We take people down when we're executing it. For folks, whether you use us or you don't use us, we'll just. We'll tell you what the secret is right now, from our perspective is the inventory. The team see where everybody's using their time. You then hold that up against their job description and say, is this where we wanted our people using their time? If not, how do we delegate things down off of them and elevate them up to get the best bang for the buck? It's an EOS tool. So we'll take the gap analyzer to a delegate and elevate to identify how we're doing with the job descriptions. From there, we'll either create a job description or we'll refine the job descriptions to be what that is. And then from there, we'll decide, okay, what are the three to five key roles to this position? EOS is really clear. Your org chart should have three to five key roles associated with each position in the org Chart and from there start on soping out your process. And that's how you have a door to door closed system on. Is everything being covered? Is everything being done the right way? That also helps you with being able to sell your business. You know, there are a lot of people that want to who built up these great companies who want to at some point exit. But we see time and time again people aren't able to exit the price point that they were expecting because they don't have good processes drawn out. And so largely it's the business is built on the shoulders of visionary or existing team. And if those things fell out, would this even really be a business or is this a, a money making piece of machinery that flows regardless of who's plugged into these roles? Because we have things so tight. So Gap Analyzer is the start of that game for us. Taking inventory of team.

[Taran]

Yeah, I love the gap Analyzer, dude.

[Co-host]

Like if I could do one thing, it's like go fly fishing in Montana on a beautiful sunny day in the middle of September or do Gap Analyzer. I'd be like, dude, gap analyzer yet.

[Taran]

I knew it. Knew it.

[Terry Turner]

Anyway, Taryn. So people can check out Gap Analyzer if they want or if they want us to do it. Obviously we'd love to help you with that. Ganalyzer.com is where you find that. But we actually created a cool free quiz for folks if they're like, hey, I mean, can we go out and get dinner before, you know, like marry you? And I think that, that for sure. We always want you to be able to see our products in action before you have to buy something or before you have to know, ask us for help. We created a great tool, a great quiz, gap analyzer.com forward/gapquiz. Just all one word gap quiz. And there it kind of walks you through the basics of what should I be asking myself. So Taran, I thought I could just

[Co-host]

like walk through the quiz, get people

[Terry Turner]

to wrap their minds around how do

[Co-host]

I know how efficient my business is? How do I know exactly, you know, what stage my business is in when

[Terry Turner]

it comes to efficiency, when it comes

[Co-host]

to like, how am I doing? You know. So we created this quiz as something that just takes, it's nine questions, takes

[Terry Turner]

just a few minutes of people's time, but can immediately give them an assessment of where they're at and then like what they can do in the next 90 days to make things better. So thought we could go over that together and you could put some flesh on the bone. As we go through some of these questions for folks, and then folks, if you're listening, I would go grab it. It's free. Like, it doesn't cost you a thing. And it'll give you a quick snapshot, short questions on where you're at and how you could do better. So I'm always for freemium, Taran, how can I give you some? So I'm going to share my screen. Taryn, you and I can walk through it together. Those of you don't get the benefit of my screen, but it's pretty sick, so you should go check it out. Gapanalyzer.com forward slash, gap quiz. Let me share it.

[Co-host]

So, Taran, if people go to said URL of gap quiz, what they're going to see is what you and I are looking at now. And it asks us, which stage is your business actually in? Answer nine quick questions instantly. See what stage you are in and how you can fix it in the next 90 days. Where I like to tell people is, hey, you want to know how you're stacking up against your competitors? You want to know how you're stacking

[Terry Turner]

up against other businesses. A quiz like this was generated because we've been underneath the hood of dozens and dozens of companies over the last 12 years being in business, and it generated a quiz like this so you know how you're stacking up. First thing we ask you, Taryn, how many people regularly do work for your business? W2s contractors, including you? And then we give them a spread. You know, 01 to 3, 4 to 10, 11 to 25 or 25 or greater. A lot of people don't know this answer is what I found. A lot of people minimize how many people work for them, especially when you throw the question about contractors in there. They're like, I think so ballpark it. But I would say, like, maybe go a little less conservative because you're probably using more people than you think. Taryn, what are your thoughts on that?

[Taran]

Yeah, yeah. I mean, it's. It's the contractor part that really throws people off.

[Terry Turner]

Taran currently in a handoff where we've been with a client for a couple years. That's always how we do things, right? We come to the, like, our retainers are usually just like 6 to 12 months. Some people keep us around for longer if they have a, you know, a pinching point that lasts longer than that, or if they're like, hey, we just like you doing this. That's great. We'll stay for longer. So we've been with this client now a little over two years and we're finally doing the handoff to an internal team that that particular client has over a hundred. Right? Like, like as far as, and I do not think Visionary understands that they have over a hundred.

[Co-host]

What would be your, what would be

[Terry Turner]

your pulse on that?

[Taran]

Yeah, yeah, it always seems like a lot. Yeah, I remember reviewing it with him and it, it definitely is a lot.

[Co-host]

It's a lot. It's a lot.

[Terry Turner]

So I would say there are certain parts of this quiz you want to be conservative on.

[Co-host]

This probably isn't one of those. So be honest. Like who's handling your podcast? Who's handling your finances? Like who's handling the things that you don't ever look, look at? But you're really hoping that they've got a, all the, all the smaller level projects that maybe you're outsourcing to BAs or people that are overseas. Like think through how many people are you paying consistently? Because that's going to add up on this nine question quiz. Next one, what's your approximate annual gross revenue?

[Terry Turner]

So we're going to ask you for top line, right? Because what we're going to ask you on this is, hey, what's your top line? Because we're also going to ask you in the very next question, how much are you paying on a monthly basis when it comes to quote, unquote, payroll? You know, payroll typically is simply internal employees. Doesn't necessarily include contractors. Contractors a lot of times can be paid on a monthly basis. But how much are you outlaying when it comes to labor? But to understand if you're at a good labor percentage, we have to know what your top line is. So what size? What, like one pair of pants doesn't fit everybody, right? So what size are you wearing? That's going to help us determine how efficient is your team. So annual gross revenue, is it under 500k? Is it 500k to a million? Is it 1 million to 5 million? Is it 5 million to telling menu, is it 10 million or above? That's that set of questions. Taran, from your perspective, like this is a pretty important question, right? Not just so you can flex on your friends, not just so you can feel good about your top line number, but this really tells you a lot of things about if I'm talking to my friends and they're a $10 million business and I am a $500,000 business, economies of scale are going to be different.

[Co-host]

Would you agree with that?

[Taran]

Absolute. I think, I mean, even if Even if you've got a hundred thousand dollar product that you're selling to five people versus a $10 product that you're selling to 50,000 people, it's still, you're still in different stages of business.

[Terry Turner]

And I mean even, you know, sometimes I.

[Co-host]

What I have noticed is visionaries will get involved in some mastermind group or they'll start running with a crew of people that are. They feel like they're in stride with and all of their friends are talking

[Terry Turner]

about certain apps or certain solutions or. And without. Without realizing it, they can want to become early adopters to this thing too because all their friends are really talking about, really psyched on it. But we should really be challenging ourselves on. Yeah, but what stage of business am I in? Like, am I at their level? Because if I'm not at their level, I shouldn't probably be paying for tools that are that expensive. Some of those tools are really expensive. And sometimes when you're at an enterprise level and you're at that high of a price, if you're at that top of a revenue line, like then I get it, it justifies it, you can get away with that. But if your revenue stream is much lower, take a breath and realize you're just in a different stage of business, that's okay. You don't have to be that complex. Sometimes complexity really creates a lot of pain points turn you on. Talk about that because I feel like you can.

[Co-host]

You've got.

[Terry Turner]

There's probably nobody on the Colab team that's been in as many quagmire pits as you when it comes to technology. That's tangled because visionary and excited at being an early adopter into things their friends are doing. And you've gotten in there and said what are we doing with this? Like this is way, this is way too big for the size of a team this size of a company.

[Taran]

Yeah, I mean it's the complexities is the twists and turns of the road. I mean you start removing some of those turns, you can start traveling faster, farther, more efficiently. Every turn is going to throw you off. It's going to wear you down more. So simplifying is getting rid of those turns, making the road straighter.

[Terry Turner]

There's some like I think about Keith

[Co-host]

Yackey all the time. Right.

[Terry Turner]

Like any of you know Keith Yackey, it just. What a fun dude. What a good guy. He's got a brand called Married Game. Keith's our longest client. He was our number one, our first

[Co-host]

client for the collab team.

[Terry Turner]

Keith has chosen to be Purposefully, very simple. Right. Like, he doesn't want a lot of complexity. He doesn't want to manage a big team. We manage everything for him. Everything comes to collab team. He's one of the few clients, they're like, I don't want a team. We just own the whole thing. For me, I'd rather just pay you to do it. And the answer is, yeah, of course, if you don't want to manage a team, like, let us just manage what you need to get done. So we do that for Keith. Then there are other people that are like, no, no, no. I would like to grow beyond where maybe Keith is at right now. I want to go bigger. And I realize I'm going to need more team to do it. That's great. Like find the team you need. If you need to plug in somebody like us, that brings a lot of different tools to the table. We can handle your tech, we can handle your finance, we can handle your management of team and org chart and making sure that your weekly meetings are run tight. Awesome. Or if you want to own those things on your own, that's okay. But there's economies of scale and it starts with, how much are you making? And then from there it should shake down to what's your labor percentage based upon how much team you need? Top line revenue is one of the questions. Next question is, what's your average monthly spend on labor? And I phrase it that way very specifically because I think sometimes people can get stuck in, well, this is what I pay biweekly in payroll. But that's, that's not always it. Right. Like it, it's not always a biweekly payroll period or twice a month payroll period. There are probably things that you're paying for within labor that you need to take in consideration. Have you paid into a contract with somebody that is actually a six month contract that you need to break apart into six months because that's labor that's being expended across. You need to know what your labor percentage is. And so, you know, I break it out here to consider what are you spending on labor on a monthly basis? It's another key indicator. Do you have anything to say about that? T?

[Taran]

Yeah, I mean, it's another one of those questions where a lot of people don't know.

[Co-host]

Yeah,

[Taran]

they're going to be like, go ask this person. Which in some cases is good. Maybe they don't need to know as long as they have a dedicated person that can have that answer to you in a minute. Yeah, but you should have some, some idea.

[Co-host]

Yeah, get a ball and listen.

[Terry Turner]

No shame. If you have to ask somebody, ask somebody. But when they tell you, hold on,

[Co-host]

that number, you know, I mean like,

[Terry Turner]

cause that's a good number for you to have. Cause it's going to be top line, right? Midline, that's going to tell you kind of what the bottom line is when it comes at least to your labor percentage. And that's something you need to know. Obviously, a lot of the things that happen beneath the fold on a P and L, but labor is a big

[Co-host]

number that you need to have front and center.

[Terry Turner]

Next question.

[Co-host]

Taran Turner, what best describes your role right now?

[Terry Turner]

Founder, owner, operator, integrator, manager, team lead or other? I think it's really important to determine.

[Co-host]

Okay, so who's taking this quiz?

[Terry Turner]

Like, is this the operator that's feeling overwhelmed? Is this the owner that isn't sure what the heck his team is doing

[Co-host]

or her team is doing?

[Terry Turner]

This is going to help you get

[Co-host]

the best answer, the best bang for your buck. Next one.

[Terry Turner]

Taren is what feels like the biggest

[Co-host]

constraint in the business right now. You can select up to three. Here are your choices.

[Terry Turner]

I'm personally overloaded and feel like too much depends on me day to day. Number two, the team lacks clear rules, ownership or accountability, which slows execution. Number three, we're using too many tools without clear unified systems tying everything together. Number four, leads, handoffs and follow through are inconsistent or messy, causing things to fall through the cracks. Or number five, I'm not fully sure what the biggest constraint is right now. I just know something isn't clicking. Taren, I feel like that right there is a good smorgasbord of like almost all of our clients experience. Is there any of those that jump out at you that you want to speak to?

[Taran]

I mean, I would have to agree. This is. We basically just put together a list of top complaints we hear when we're helping out clients and this is where they're at. They're successful, but this is what they're feeling.

[Terry Turner]

Yeah, I think it's really important to identify when you're talking about what stage is my business in. How much are you still in the day to day? How much are you still in the weeds? Like how much are you having to do daily business? Because we're trying to get you to highest brilliance. Probably if you're the founder, there are things that are uniquely things that only you can do. Ask yourself, is that really what I'm doing every day? Or are there things in my life there Are things that I'm doing that I have no right doing anymore. Because we're talking about a return on investment of my time too.

[Co-host]

Right.

[Terry Turner]

Like a return of investment on my mental space too, you know, so that first one really sticks out to me of I'm personally overloaded and I feel like too much depends on me day to day. You need to be asking yourself that. And then from you, it needs to cascade down. Like, if your main operator is feeling that same way, great. We need to do a delegate elevate exercise with that guy, that gal too. Because you want to get your best bang for your buck out of your top players. And if they're doing things that don't require their brilliance anymore, that's the first place you can begin to save money right out of the can is how do we pull off of them things that don't require their brilliance so that we get best deliverability out of what they're putting their energies to. So I think that's a good one. That's one that always stands out to me. One that I think is another one that always jumps off the page to me is, um, we're using too many tools without a clear unified system tying everything together. I think so many people, their data is all over the place. And it's like, could you. Hey, can you get the summer force? Yeah, we could find like, they. They got to go search. It's like two or three different places. They got to go check. They got to ask Shirley down. Down the way. Like, or over in the Philippines. Like, they got. They. They've got their data everywhere. Instead of like, no, no, no. That is everything tied together in one centralized place so that we can get one dashboard that's telling us the story of your business. You know, EOS is really big on a. On a scoreboard. A. Like, let's try and get all of your numbers to pipe one place so it can tell a story. And let's really identify what tools no longer use. Taryn. I love the exercise you do with clients where you're like, hey, can I just take a stab at your tech stack? And you just go through everything they're paying for monthly or annually. You know, that's a specific amount of tech. And you're like, hey, who owns this? I think that's one I'm going to steal your. Right now. You should go through it. Tell us how you can identify. Is this still being used? I think you do start with who owns this though, right?

[Taran]

Yeah, definitely. We'll start with the owner. Well, Actually I'll, I'll first start with before even an owner. I'll find anomalies, similarities like why are you paying for Wufoo and Typeform? Aren't they doing the same thing? Somebody just forget to cancel one. So those are quick call outs right there finding multiples of the same type. And then we'll find owners and ask and then if nobody's an owner and then seeing if anybody has passwords, does nobody have passwords? And then that's fun to try to get logins or just canceling the card but yeah and then we'll work with owners and try to determine what's this for? Do we still need it? Where's. Where are the repetitive apps? You know, what's redundant? What's something we purchased one time and never canceled that we don't need anymore or what can we start utilizing that's actually a good piece of tech. We just never fully integrated.

[Co-host]

I love it.

[Terry Turner]

Such good stuff. Good stuff. To identify. Next question's asked. How confident are you that the right people are doing the right work? 3. 3 Answers. Not confident, somewhat confident. Very confident. I would say majority of businesses that we help live somewhere between not confident and somewhat confident. Very, very few businesses we work with are like I'm very confident the right people are doing the right kind of work. And I think that this is a really important question. This is going to tell you how. How do I know my business is running at highest efficiency? It's when I know that the right butts are in the right seats. That's what eos would say, you know. So really being clear on do I have the right people and honestly having a third party audit you is probably a good thing. Gap analyzer does a great job at just auditing. Next question. Where do you feel like the biggest time or money leaks are? Select up to two admin and busy work rework or mistakes handoffs between people reporting and tracking or hiring gaps. Taren, is there any other one in that list that sticks out to you?

[Taran]

I think you forgot to read a Meetings.

[Terry Turner]

Meetings. You love them. You love them.

[Co-host]

Yeah, I'd probably categorize that.

[Terry Turner]

Oh yeah, meetings up at the top.

[Co-host]

I missed reading that one off. That's a good one. That's awesome. I will say though there is a lot of like rework of mistakes that sometimes like we're just in a loop and we didn't correct it last time and so every time it's a replicated loop like it's just a breakage in the line that we didn't fix last time. Cause we were running too hard and fast until we hit it again. And then we hit the same speed bump. Throws us off the bike again. And we're just like, man, we should have fixed that last time. And then we never circle back.

[Terry Turner]

So rework our mistakes, I think is another big one. I see.

[Taran]

Yeah, I think in that category too, is always the work that doesn't go anywhere.

[Terry Turner]

Yes, yes, yes. This was so important until the visionary had another thing that was so important. And then we lose track of the thing that we spent hours on because

[Co-host]

there's a new urgency.

[Terry Turner]

This question. Question rates are almost at the end. How urgent do operational improvements feel for your business right now? Very urgent. Things feel strained or broken, somewhat urgent. I'm planning improvement soon or not urgent. I'm just exploring and learning. So I think this is like, how bad is the burn?

[Co-host]

Right?

[Terry Turner]

A lot of times people come to us and they're like, fricking thing is broken down. I need help now. Throw the flag, you know? And then finally the last one is what's your email so I can send you. Next step. So once you put in the email and send off the magic, then it takes you to the following screen that tells you, hey, this is what your score is and this is where you land. So it's like 0 to 39, 40 to 69, and 70 to 100. So everybody's familiar with like 70. Anything lower than a 70 is a C. Right. So we're going to give you 70 and above. You're in like, hey, we can pour on some gas. Anything in the middle. It's like, hey, not too bad. But there's some functional. There's. It's functional, but there's some friction. And then finally SOS and help.

[Co-host]

You're.

[Terry Turner]

You're in operational instability mode. So I think it's a cool quiz. I'd encourage you to check it out. Something we spent some good time in just trying to bring a free something to people to know, like how they can assess their team and how it's ranking against other businesses that are like them.

[Co-host]

So gap analyzer.com gapquiz and you can check that out. Taryn, thank you for being just a

[Terry Turner]

scholar and a gentleman.

[Co-host]

Appreciate you Always on Ops Experts Club. I'm hoping that listeners really like what we talked about saying we can beat Tabby's numbers from last week, but we'll. I guess we'll have to see.

[Taran]

Yes, me too. I really hope so.

[Terry Turner]

Ops Experts, thanks for joining us today. And we'll see you next week here on Ops Experts Club.

[Taran]

Yeah.