Put your course outputs together into one playbook you can run with your team.
Your course outputs belong in one short document that the whole team uses. Keep every section to one or two pages, and book a review for one quarter after you share it. This document is a team playbook: a short document that sets out how your team hires, sells, reviews, coaches, pays and measures. A new rep gets it on day one, and you go back to it whenever you're unsure how the team handles something.
You have already built 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 did its job when you made it. Left in separate folders on a shared drive, they are easy to forget. A new hire has no chance of finding them there, and six months from now you may not be sure yourself which version is current.
Two tests decide how much goes in. The playbook has to be short enough that a rep would actually read it. It also has to be specific enough that a new manager could run the team from it if you were away for a month. The running example is Wei Ming, who manages a sales team of five. His finished playbook was fifteen pages long.
Start with five sections. Together they cover how the team runs week to week and how new people come in.
The first is the weekly rhythm. Take the manager calendar you built in Lesson 1.4, "Redesign your first 30 days as manager", and rewrite it from the team's side as the weekly rhythm page. It shows when one-to-ones take place, when the pipeline review happens, and which hours are blocked for coaching and hiring. A rep reading it should be able to see when they will meet you and for what purpose.
The second is the hiring kit from Module 2, in four parts. These are the hiring profile, the six behavioural questions with their scoring guide, the role play brief with its scoring sheet, and the note on fair employment checks.
The third is the onboarding plan from Lesson 3.4, "Build a 90-day onboarding plan". It also has four parts: ramp milestones, fortnightly goals, the buddy brief and the ramp quota steps.
The fourth is your one-page sales process from Lesson 4.4, "Document your sales process". Copy it in exactly as it is. The fifth is the pipeline review agenda from Lesson 5.1, "A pipeline review is coaching, not interrogation", including the four questions you put to every deal.
The forecast method section needs five things. Name the forecast methods you use from Lesson 5.2. Say where your stage probabilities come from and when you last updated them. Give your commit definition, and list the warning signs from Lesson 5.3 that take a deal out of commit. Then add one forecast note so readers can see the method applied.
For pay, work from Lesson 7.4, "Model a quota and pay plan". Explain the plan to the team in a single paragraph, then give the main rules for base, variable, accelerator and clawback. Leave out every rep's own pay figures. Those are private, and the whole team will have a copy of this document.
The dashboard section draws on Lesson 8.3, "Build your dashboard". It lists each measure you track, where it comes from and when it gets reviewed.
The 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 open to people on your team. Keep individual growth notes and what people said in their stay interviews out of the playbook. Those go in each person's own file.
A coaching approach section is optional. If you write one, cover coaching one behaviour at a time, the GROW script, how joint meetings run and how you follow up afterwards. Wei Ming included it because his team had asked how coaching was going to work. With it you have ten sections, and without it you have nine.
Expect your first draft to run long. Wei Ming's came to thirty-one pages.
Go through one section at a time and ask what a rep, or a new manager covering for you, needs to know to do the task. Delete everything else. Explanations of why a process works are taught in this course and don't need repeating in the playbook. Keep what to do and how to do it. Put templates in an appendix or link to them, so the main part of each section stays brief.
Wei Ming moved the scoring guide to an appendix, and his hiring section went from six pages to two. In the forecast section he replaced three paragraphs of explanation with one worked example, which cut it in half. With cuts like these across the whole draft, he finished at fifteen pages.
Share the playbook with the team, then go through it together in a team meeting. Ask which parts are unclear and which parts don't match how they actually work. Fix the obvious problems straight away.
Book the review for one quarter out and put it in everyone's calendar now. Wei Ming chose the first Monday of the next quarter and held it together with the quarterly review of the sales process from Lesson 4.3, so one meeting covered both.
At the review, take the sections one at a time and ask three questions: what got used, what got ignored and what has changed since. If nobody used a section, it is either unnecessary or badly written, and the review is where you decide which.
Check the finished document against this list:
a contents page nine or ten sections, each one or two pages long an appendix holding the templates no individual pay figures and no personal notes anywhere a version number and the review date on the front page, so everyone knows which copy is current
Taken as a whole, it should read as instructions for running the team, written for the people on it.
Your playbook is also the core of the course's final project. There you use it with a team for at least two weeks and then 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.
Put your course outputs together into a team playbook and book a quarterly review with your team.
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