# The P3 model explained

- **Episode:** [147](https://agents.truthliesandwork.com/episodes/147.md) (2024-11-21)
- **Type:** interview
- **Tags:** p3-model, fast-solutions-playbook, model
- **Time:** 26:39–32:04 (start 1599s)
- **Listen:** [https://truthliesandwork.com/147?t=1599](https://truthliesandwork.com/147?t=1599)

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[26:39] Garrett Delph: Yeah. They're part of our Fast Solutions Playbook. And so P3 stands for 3 words that I believe are core to every business. It's an agnostic term that any domain in any business likely face, maybe with the exception of Tesla, because I think they're 100% bots now. But P3 stands for people, process, and performance. And so, in all businesses, typically you have people that you have to hire to advance your business. And those people typically have some sort of process or processes they need to follow to move the business forward. And then those processes ultimately culminate in a performance bucket in varying degrees. And that performance creates the outcome for the business. So that is P3. And the idea is you attack those in sequential order in the beginning, where you set a foundation of caring for people. And I do mean that in the most standard definition of the term caring. So you want to demonstrate to the people when you hire them, Hey, we've built a business here that actually cares for you, supports you, respects you in a whole host of different ways. You'll get an employee handbook that will manage your expectations about what employment here is and looks like, about what your vacation pay does and how you apply for a leave. And all of these different things will give— if you're a leader in the business, meaning you're in charge of teams or people, We have a leadership playbook, and you're going to see how we make decisions around here and how that affects how you lead and what you manage. We, as a business, we care for you because we've built a career path for you. And so, when you join the company, you'll be able to see the kind of trajectory you could create and/or earn through these milestones. that we've demonstrated to you. We have a succession plan, right? So when people leave, which they will, we've built a method by which when somebody has to step into a role that just departed, they're not going to be left high and dry, which actually parlays into Relay, by the way. So there's like 18 of these caring for people milestones that we have. And when we work with businesses, you can kind of just We can pick and choose, or we can pull them all down and work on them all. But once you care for the people, then what you do is you set them up for success by architecting varying degrees of process, which supports kind of what we talked about earlier in the show when we started. And you give those very clear instructions and guidelines and rails so people are set up to succeed. And again, I want to disclaim, by the way, that we have a decision-making matrix that we use. And, you know, at the top of that matrix typically is strategy, and that's where you have the most autonomy and decision-making freedom. Often up there you are free of process because you get paid to think in more, you know, flexible terms. And then the lower down the org chart you go to the, you know, classic technician status is where A lot of rules and guidelines are critical path for output. And then ultimately, once you have all these rails in place, now you're set up for success. And now that success has to be managed or that performance has to be managed. And so, we build frameworks around managing that performance and creating accountability structures to ensure that what you planned for with the people And what you built for them to do actually gets carried out in a qualitative manner and can be objectively measured. We know there's the law of entropy where everything that is orderly wants to go and move towards disorder. This is very classic in business. And so I teach our founders and CEOs always, you have to be mindful of this principle. It will happen, which is why we need to architect accountability structure so it doesn't happen to you
[31:13] Leanne Elliott: Yeah
[31:15] Garrett Delph: And then you don't have to deal with all the fallout and the pain. And going back to what we talked about earlier, Al, this stuff is, you know, if you think about it, it's, it's pretty straightforward. Like, it really is straightforward. But most businesses are so close to their insides, and they're so focused on revenue and getting sales and moving fast that It's normal. We and they forget about these basic principles that hold the business together
[31:49] Al Elliott: So you mentioned something about Tesla before and you made a joke about, oh, well, it wouldn't work because they're bots. But then I am curious, is there maybe a type of business or an industry where this stuff won't work?