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Key Frustrations Process Worksheet
This worksheet guides you step by step through the Key Frustrations Process. The seven steps of
the process are outlined below.
Step 1: Identify one frustration you have in your business
Write it down. Remember, you can only work through one frustration at a time, so be specific.
What’s bothering me?
I’m frustrated because Marcia is always wasting time talking to other employees
in the break room.
Step 2: Classify the primary cause of your frustration
Self-Directed: Am I the major cause of the frustration?
Outer-Directed: Is someone or something else the cause of the frustration?
System-Directed: Is it predominantly the absence of a system?
If the frustration is Self-Directed or Outer-Directed, restate it in the form of a SystemDirected frustration. Depersonalize it and focus on the results you want.
I’m frustrated because it seems not all employees are being fully utilized.
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Step 3: Determine the underlying business condition
Ask specific, probing questions to achieve clarity on the cause of the frustration. Be thorough.
It’s better to ask too many questions than too few. The heart of the process is recognizing the
real problem. In addition to asking questions to understand the cause of your frustration, ask
questions to quantify the condition to establish its magnitude. Quantification can reveal
important clues for solving the problem.
Below are a few examples of questions to help you get started, but keep asking! There are
many more questions you can ask regarding what’s really going on.

Specifically, how is my business impacted by my frustration?
Productivity is not optimum; distracting; difficult to gauge capacity and
workload.
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How often does this frustration occur? Several times a day
What are the specific examples of when/where/how this frustration occurs?
I observed the Accounting Assistant was in the break room chatting with
other employees 17 times in the last week for 15-20 minutes at a time. In
addition, the normal morning and afternoon breaks and lunch hour were
taken. That is over 7 hours of non-productive work time in one week – a
full day! While this is going on, the Accounting Manager is complaining of
being over-burdened by his workload.

What is the cost associated with this frustration?
Payroll for time that is unproductive (7 hours/week)

What are the results I’m not achieving in my business because of this frustration?
A way to ensure that departments are appropriately staffed and that
work is appropriately distributed.
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Is the Accounting Assistant getting her work done? Yes
Is the work done to standard? Yes
Has she asked her manager for additional tasks? Yes
Has she gotten them?
Sometimes. She gets her work done then must wait for the Accounting
Manager to find other tasks to assign her. While she waits, she goes into
the break room and chats with whoever is there.
Why is the Accounting Manager having trouble finding work to delegate?
Finding the work to delegate isn’t the problem. Finding the time to train
the Accounting Assistant is. Systems are not written down so everything
needs a verbal explanation which means the Accounting Manager has to
stop doing what he’s doing to explain, show and monitor the new task.

Copyright © 1994, 1996, 1997, 1998, 2005 by E-Myth Worldwide. All rights reserved. No part of this publication may be reproduced or transmitted in any
form or by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without permission in writing
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Step 4: Translate the specific frustrating condition into a generic system solution
What kind of system would eliminate the frustrating condition I’m experiencing?
What result would have to be produced by a system designed to eliminate this frustration?
Don’t be surprised if you identify more than one system solution:
1. Staff Training & Development System
Related Systems Needed:
a. We need a system to evaluate and adjust manager workload to create time
for them to manage and support their staff.
b. We need a strategy or timeline for documenting the systems in each
department to support the training function.
Step 5: Affirm your commitment to eliminating the frustration
Do I really want to remedy this frustrating condition, or would I rather live with the
frustration?
Absolutely!
Step 6: Begin the process of designing the specific, detailed system solution to the
frustrating condition in your business
Outline the system design elements that are needed.
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Who will be accountable for designing the system?
Accounting Manager. With Marcia’s help, he will create the prototype for
the Accounting Assistant position and test its effectiveness. Once
solidified, each department manager will adapt and customize the generic
system for their specific area.
What are the main steps to be included in the system?
1. Create a Position Agreement stating the overall result of the position,
accountabilities and standards of performance.
2. Outline the Employee Development Plan to include progressive training
of all accountabilities.
3. Develop a Training Timeline to ensure the full ramp-up of
accountabilities in an appropriate time frame.
4. Create simple systems for each task or accountability identified in the
Position Agreement.
5. Begin Employee Development in accordance with the Training Timeline.
What operating forms and documents are needed?
Copyright © 1994, 1996, 1997, 1998, 2005 by E-Myth Worldwide. All rights reserved. No part of this publication may be reproduced or transmitted in any
form or by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without permission in writing
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Job Description, Position Agreement, and copies of any systems for the
position already documented. Excel spreadsheet, Action Plan or System
templates, and Progressive Report forms.
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What scripts are needed? No scripts required at this time.
What elements of the management information package are needed?
A weekly progress report indicating what training has occurred and when.
Also, a weekly feedback report from Marcia indicating whether the
training has been effective or needs improvement or clarification.
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What training has to take place?
Training will take place according to the Time Line accompanying the
Employee Development Plan. Tuesday mornings will be reserved for
training, review and feedback meetings.
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What enforcement policies and procedures are needed?
At first I will monitor our progress heavily to make sure the training and
development is happening daily and that it is given a high priority. I also
want to ensure the system is created collaboratively taking into
consideration both the management perspective and the employee
perspective. We will create deadlines for creating the major benchmarks
of this progress.
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How will the new system be positioned, and how will employees be notified?
I will meet with the Accounting Manager to position the initiative so he
understands the benefit to him and to the Department and to ask for his
input on the plan. I will ask him to meet with Marcia to explain her role in
creating the system for her position; explain the benefits and our desire
for her input and collaboration.

How will the implementation be rolled out?
Once we have tested the overall Employee Development Plan for this
position and are satisfied with the result, I will announce the imitative to
all managers and ask for their commitment to completing the process for
their individual departments. I will ask them to submit a timeline for the
completion of the system for their department, then ask them to roll it
out to their staff in accordance with the agreed upon time table.
Copyright © 1994, 1996, 1997, 1998, 2005 by E-Myth Worldwide. All rights reserved. No part of this publication may be reproduced or transmitted in any
form or by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without permission in writing
from E-Myth Worldwide
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Step 7: Set a timeline
Based on your response to Step 5, and the impact provided by eliminating this frustration, set
a timeline and make sure it gets done! The sooner you implement the solution, the faster
you’ll see results.
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When will the system solution to the frustration be implemented?
Four weeks for the design to be completed
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When will the system solution to the frustration be complete?
Six weeks for the design and testing of the Accounting Assistant Training
& Development Plan
Copyright © 1994, 1996, 1997, 1998, 2005 by E-Myth Worldwide. All rights reserved. No part of this publication may be reproduced or transmitted in any
form or by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without permission in writing
from E-Myth Worldwide