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Article Check - Lack of Operations Manuals Stunting Your Growth?
"PRAISE LOUDLY, BLAME SOFTLY" - Catherine the GreatIn a Leadership position, the pressure to perform is ceaseless. Hitting your numbers. Achieving your goals. Meeting your metrics. That's what's expected quarter after quarter. But, why is the race getting more intense? Why does each day seem like a perpetual revved-up Indianapolis 500? And, why is it that the pressure you are getting from above, that you send below and place within, seems to be getting "louder, longer, meaner"? That's what Aubrey Daniels, in his performance management bible Bringing Out the Best in People, contends. We're all hearing and sending the same messages:Work harder. Work faster. Work smarter. Be more creative. Take more initiative.And,
"If I document my job in an Operations Manual, I can be replaced! I'll lose my job!"
No wonder so few organizations have Operations Manuals!
4. But people WILL write stuff down - if ... and only if they can realize a benefit!
Let's face it. You can grow your organization ONLY if you can promote and/or replace your employees. Thus, you and your team can MOVE UP only if you can
There is a plethora of technology solutions needed to run a call center today. Call center technology can vary widely, based on the database platforms, vendor offerings and business requirements. But most call center technology packages will feature five core components.An automatic call distribution software package (ACD) helps to route your customer calls to the appropriate call center associates. This software effectively allocates your incoming calls based on your pre-defined parameters. Choices can include the next available representative, or the group serving a certain type of request.Often, the automatic call distribution software will route calls based on your integrated voice response (IVR) system. This software provides the automated me
CONTENTS:
1. Do you lack functional Operations Manuals?
2. Use a SYSTEM to write your Operations Manuals!
3. Yes, but my people just don't/won't write stuff down!
4. But people WILL write stuff down - if ...
5. Call to Action.
1. Do you lack functional Operations Manuals?
Great businesses depend on systems, not people.
That's because you can duplicate systems, but not people.
If your business can't duplicate salable results, it won't survive. Duplication is Nature's Survival Law.
If your organization lacks Operations Manuals, your growth and success will be limited due to lack of a duplicable (documented) system.
2. You can use a SYSTEM to write your Operations Manuals!
Extraordinary people don't build great businesses. Ordinary people produce extraordinary results using a duplicable system. That's how you build a great business.
The faster you develop good Operations Manuals the faster you will have a great business!
3. Yes, but my people just don't/won't write stuff down!
You will hear many excuses and attitudes for why people don't write Operations Manuals.
"We just don't have enough time."
"It's not my job man! You hired me to be a [manager, programmer, accountant, engineer, whatever]. I'm not a writer!"
"I hate to write. Who needs it!"
"Whenever I feel like writing, I lie down until the feeling goes away."
"It's different here. Things change too fast. The minute we write something down, it's obsolete..."
These are typical objections people express. But, one of the most UNexpressed fears is:
"If I document my job in an Operations Manual, I can be replaced! I'll lose my job!"
No wonder so few organizations have Operations Manuals!
4. But people WILL write stuff down - if ... and only if they can realize a benefit!
Let's face it. You can grow your organization ONLY if you can promote and/or replace your employees. Thus, you and your team can MOVE UP only if you can
The president of a manufacturing company recently asked me, “Why isn’t my advertising working?” Have you ever been asked this question? Have you ever asked it yourself?Like most marketing communications questions there are no simple answers. After all, communication is a high level activity. There are lots of variables involved.If your ad results are disappointing, here are the key things to look at:1) Message Is what your ad promises compelling? Is it meaningful to your audience? If you’re not offering something prospective customers want, they won’t respond. If you’re not sure what prospects want, ASK!!2) Audience Are you reaching the people who make the buying decision for your product or service? Many big ticket sales involve
That's because you can duplicate systems, but not people.
If your business can't duplicate salable results, it won't survive. Duplication is Nature's Survival Law.
If your organization lacks Operations Manuals, your growth and success will be limited due to lack of a duplicable (documented) system.
2. You can use a SYSTEM to write your Operations Manuals!
Extraordinary people don't build great businesses. Ordinary people produce extraordinary results using a duplicable system. That's how you build a great business.
The faster you develop good Operations Manuals the faster you will have a great business!
3. Yes, but my people just don't/won't write stuff down!
You will hear many excuses and attitudes for why people don't write Operations Manuals.
"We just don't have enough time."
"It's not my job man! You hired me to be a [manager, programmer, accountant, engineer, whatever]. I'm not a writer!"
"I hate to write. Who needs it!"
"Whenever I feel like writing, I lie down until the feeling goes away."
"It's different here. Things change too fast. The minute we write something down, it's obsolete..."
These are typical objections people express. But, one of the most UNexpressed fears is:
"If I document my job in an Operations Manual, I can be replaced! I'll lose my job!"
No wonder so few organizations have Operations Manuals!
4. But people WILL write stuff down - if ... and only if they can realize a benefit!
Let's face it. You can grow your organization ONLY if you can promote and/or replace your employees. Thus, you and your team can MOVE UP only if you can
A recent study undertaken in the global market for accounting outsourcing operations has found out that accounting outsourcing is like to grow at more than 9% annually and is likely to exceed $47.6 billion by 2008. Are still in dilemma, whether you should undertake this business process or not? Well, one look at the statistics and I am sure this problem will be easily taken care of. If you have not undertaken accounting outsourcing till now for your business, you must do this now. Outsourcing in fact makes the entire process of handling your work easy, simple and hassle free. India accounting outsourcing is in fact the best way of doing any kind of outsourcing work and not only accounting outsourcing.India is one of the most favored destinations in the world f
The faster you develop good Operations Manuals the faster you will have a great business!
3. Yes, but my people just don't/won't write stuff down!
You will hear many excuses and attitudes for why people don't write Operations Manuals.
"We just don't have enough time."
"It's not my job man! You hired me to be a [manager, programmer, accountant, engineer, whatever]. I'm not a writer!"
"I hate to write. Who needs it!"
"Whenever I feel like writing, I lie down until the feeling goes away."
"It's different here. Things change too fast. The minute we write something down, it's obsolete..."
These are typical objections people express. But, one of the most UNexpressed fears is:
"If I document my job in an Operations Manual, I can be replaced! I'll lose my job!"
No wonder so few organizations have Operations Manuals!
4. But people WILL write stuff down - if ... and only if they can realize a benefit!
Let's face it. You can grow your organization ONLY if you can promote and/or replace your employees. Thus, you and your team can MOVE UP only if you can
Customer Loyalty, we all want it. Don’t we?Some people say it’s dead - they say that customers are fickle, that they don’t want loyalty, that they just want the lowest price and the fastest way to get it. Some say that customers have changed and that the pursuit of loyalty is foolish, since it’s the customers that are not interested in it. I don’t agree. Loyalty is not DEAD, it’s just sleeping.I agree that customers have changed (because our needs have changed). We’re more demanding than ever before, we have more choices than ever before, we’re more educated than most of the companies we do business with (about their products and their competitive position). And here’s the truth: we don’t give our loyalty to companies that don’t give their loyalty to us
"It's not my job man! You hired me to be a [manager, programmer, accountant, engineer, whatever]. I'm not a writer!"
"I hate to write. Who needs it!"
"Whenever I feel like writing, I lie down until the feeling goes away."
"It's different here. Things change too fast. The minute we write something down, it's obsolete..."
These are typical objections people express. But, one of the most UNexpressed fears is:
"If I document my job in an Operations Manual, I can be replaced! I'll lose my job!"
No wonder so few organizations have Operations Manuals!
4. But people WILL write stuff down - if ... and only if they can realize a benefit!
Let's face it. You can grow your organization ONLY if you can promote and/or replace your employees. Thus, you and your team can MOVE UP only if you can
When the customer is ready to buy, do not tell more than necessary. Yet how many times have customers been put off by sales people who should know better?I would like to relate two experiences when sales people nearly lost the sale through "telling too much".In the first case, a direct marketing representative was selling a health food to a customer. The representative never bothered to find out the customer's background and instead went into the product benefits - that it was supposed to remove free radicals from the body, was scientifically proven and had many testimonials from satisfied customers. A simple check on the Internet would have revealed that the customer was a qualified chemist. The customer was not only annoyed but exceedingly bored by th
"If I document my job in an Operations Manual, I can be replaced! I'll lose my job!"
No wonder so few organizations have Operations Manuals!
4. But people WILL write stuff down - if ... and only if they can realize a benefit!
Let's face it. You can grow your organization ONLY if you can promote and/or replace your employees. Thus, you and your team can MOVE UP only if you can replace yourselves.
And you can do this by documenting your positions in well-organized Operations Manuals.
"Mike! Are you saying that by writing stuff down in Operations Manuals we'll receive more raises, promotions, and vacations."
Absolutely!
These goodies are not available without your company's growth and prosperity!
Did you know most business start-ups fail while most franchises succeed. Successful franchises use a documented management system ... in short ... Operations Manuals!
"But Mike, our company is not a 'franchise!'"
Neither is mine.
But SMS has a documented management system, including about 13,000 pages of Operations Manuals.
When anyone or I want to know how to do something, all we need do is pull a manual off the shelf. What could be easier? There's near zero "tribal knowledge" here.
We can relocate on a moment's notice with minimum hassle.
I know of many companies that wanted to move from California.
Suddenly, they were faced with hiring many new, inexperienced employees in another state.
Suddenly, they were faced with writing (insufficient) Operations Manuals literally as-they-packed!
Believe me, displaced employees were less than cooperative! And those who moved with the company inherited enormous problems due to poor - or no - documentation.
So, here's my advice. Start now!
Develop a set of Operations Manuals where you collect information that governs how your company's positions function.
At SMS, we have at least one 3-ring binder for every position on our Org Chart.
Develop your Operations Manuals in a standard format contain
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