How pLink Leadership Eliminated Fear Among Its Employees With a Strong Knowledge Base

Last Updated on November 23, 2021 by Owen McGab Enaohwo

CEO Gretchen Pisano and Chief Design Officer Jennifer Schneider at pLink Leadership are passionate about helping businesses accelerate their growth. 

As a fully virtual company with team members across the United States, pLink Leadership relied on having everyone operate with the same processes to maintain consistency and efficiency. But achieving these was a challenge in the absence of well-documented standard operating procedures (SOPs). 

One thing was clear: they needed an effective tool to document and streamline their operations. SweetProcess came in handy. Today, their operations are in top gear. Gretchen and Jennifer take us through their SweetProcess journey of growth in this case study. 

Gretchen Pisano – Co-Founder and CEO at pLink Leadership

Jennifer Schneider – Chief Design Officer at pLink Leadership

About pLink Leadership 

pLink Leadership is an executive coaching and leadership development organization focused on accelerating positive change in organizations. 

Established in 2013, the organization is 100 percent virtual, with team members located in various cities of the United States. It caters to clients around the globe. 

Owned and led by women, pLink Leadership lives by its core values of future-mindedness, perspective, curiosity, and love. 

The organization helps business owners close the gap between themselves and their employees in a positive work environment. 

Listen to the audio interview

Subscribe for more customer success stories

Documenting Business Processes the Wrong Way

When the business was established eight years ago, the team had a clear picture of what it wanted to achieve. But like most new businesses, there were a lot of moving pieces. At some point, pLink Leadership realized that their operations would be better off if they documented their processes, especially for repetitive tasks. 

Their quest to document their processes in a Word document left them with an 85-page document for starters. And with more processes to be added, the pages increased.

Jennifer, who took it upon herself to create the document, was excited for doing such a great job. But her excitement was short-lived as their operations changed rapidly. Most of the information in the document became outdated almost immediately after they were created. 

Besides the information being outdated, team members had to search all these pages for a single piece of information every time they needed confirmation for a new task. This led to a slow process and frustrated employees.