You will combine the course outputs into one playbook you can run with your team.
By now you have a folder of documents: a calendar, a hiring kit, an onboarding plan, a one-page sales process, a review agenda, forecasts, a coaching record, a pay plan, a dashboard and notes from stay interviews. Each one was useful when you made it. Spread across a drive, they are easy to forget. A new hire will never find them, and in six months even you may not remember which version is current.
This project pulls them into one playbook: a short document that describes how your team hires, sells, reviews, coaches, pays and measures. It is the thing you hand a new rep on day one and the thing you open when you are not sure how the team does something.
Assemble a team playbook from your course outputs. Each section should be one or two pages. The whole document should be short enough that a rep would actually read it, and specific enough that a new manager could run the team from it if you were away for a month. Set a date to review it with the team after one quarter.
Wei Ming's playbook, which we will use as the example, came to fifteen pages for a team of five.
Start with the sections that describe how the team runs week to week and how people join it.
Your manager calendar, from lesson 1.4, Redesign your first 30 days as manager, becomes a page on the team's weekly rhythm: when one-to-ones happen, when the pipeline review is, when coaching and hiring time is blocked. Write it from the team's point of view, so a rep can see when they will meet you and what for.
Your hiring kit, from module 2, includes the hiring profile, the six behavioural questions with their scoring guide, the role play brief and the scoring sheet, and the note on fair employment checks.
Your onboarding plan, from lesson 3.4, Build a 90-day onboarding plan, includes the ramp milestones, fortnightly goals, buddy brief and ramp quota steps.
Your one-page sales process, from lesson 4.4, Document your sales process, goes in as it is.
Your pipeline review agenda, from lesson 5.1, A pipeline review is coaching, not interrogation, with the four questions you ask about every deal.
Then add the sections that cover forecasting, pay, measurement and keeping people.
Your forecast method describes which methods you use, from lesson 5.2, where your stage probabilities come from and when they were last updated, your commit definition, and the warning signs from lesson 5.3 that move a deal out of commit. Include one forecast note as an example.
Your pay plan summary, from lesson 7.4, Model a quota and pay plan, is the one-paragraph explanation for the team plus the main rules: base, variable, accelerator, clawback. Do not include each rep's individual pay figures. Those are private, and the playbook will be shared.
Your dashboard, from lesson 8.3, Build your dashboard, shows the measures you track, where each one comes from and when you review it.
Your retention plan brings together the stay interview questions and schedule from lesson 9.2, the recognition approach from lesson 9.3, and the growth paths available on the team. Keep individual growth notes and stay interview answers out. Those belong in each person's own file.
Your coaching approach could be a short page of its own: one behaviour at a time, the GROW script, how joint meetings work, and how you follow up. Wei Ming added it because his team asked how coaching would work.
The first draft will be too long. Cut it.
For each section, ask what a rep or a new manager needs to know to do the thing, and remove everything else. Explanations of why the process works belong in this course, not in the playbook. Keep the what and the how. Templates can sit in an appendix or be linked, so the main sections stay short.
Wei Ming's first draft was thirty-one pages. He cut the hiring section from six pages to two by moving the scoring guide to an appendix, and cut the forecast section in half by replacing three paragraphs of explanation with one worked example.
Share the playbook with the team and walk through it in a team meeting. Ask what is unclear and what does not match how they actually work. Fix the obvious problems straight away.
Then set a date to review the whole playbook with the team after one quarter. Put it in everyone's calendar now. At the review, go section by section: what was used, what was ignored, what has changed. A section that nobody used is either unnecessary or badly written, and the review is where you decide which.
Wei Ming set his review for the first Monday of the next quarter, combined with the quarterly review of the sales process from lesson 4.3.
A finished playbook has a contents page and nine or ten sections of one or two pages each, with templates in an appendix. It contains no individual pay figures or personal notes. It has a review date on the front page and a version number, so everyone knows which copy is current. It reads as instructions for running a team, written for the people on it.
This is also the core of the course's final project, where you use the playbook with a team for at least two weeks and revise it.
In the activity below you will assemble your own playbook and schedule the quarterly review. Start by listing every course output you have, and mark the ones that are still missing before you begin cutting.
Assemble a team playbook from your course outputs and schedule a quarterly review with your team.
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