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Actual for You - Lack of Operations Manuals Stunting Your Growth?
Online shopping is fast becoming the most preferred mode of shopping whereby shoppers can reap the advantages of Internet shopping from the luxury of their homes. In other words, through online shopping, people from all parts of the world can get access to high quality products and at discounted prices. Moreover, online shopping has eliminated the need to visit different stores to get the different items.Sears is a leading online shopping store offering home appliances, clothing, electronic goods, computer, gift items, lawn and garden equipments, automotive products, and more at attractive discounts. What makes shopping with Sears more lucrative is the availability of Sears discount coupons, Sears promotional offers, Sears coupons codes, and other exciting off
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 containing at least the following information for each position.
ACCOUNTABILITY - Specify the position's accountabilities.
STANDARDS - Specify the standards for the position. Include the policies that def
I heard this story told about film director Cecil B. DeMille. I have no way of knowing if it's true, but the story beautifully captures the communications stall.Mr. DeMille spared no expense to part the Red Sea for his epic production of The Ten Commandments. Actors, engineers, horses, and assorted other animals were everywhere. The dust, heat, and noise were ferocious. Finally, everyone was ready to go and DeMille called out, "Roll the cameras" and "Action." After he finished shooting the scene, DeMille called to a cameraman on a high cliff to check on how that part of the filming had gone. The cameraman reportedly yelled back, "Ready when you are, C.B.!"If the story were true, DeMille should have checked to see if the camera was rolling before shoutin
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 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 containing at least the following information for each position.
ACCOUNTABILITY - Specify the position's accountabilities.
STANDARDS - Specify the standards for the position. Include the policies that defi
If you are considering switching to a career in pharmaceutical sales there are a number of factors to take into account. Pharmaceutical sales is a rapidly growing field, and one with impressive potential for success. However, it is also highly competitive and demanding, requiring a high degree of dedication and ongoing learning in order to be successful.To get you started, you can join numerous trade associations that oversee the training and development of professionals in pharmaceutical sales. These organizations offer certification, create professional and ethical standards, and help industry professionals stay on top of current information including FDA regulations, legal issues, clinical research updates, and so on.In order to get into pharmaceutic
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 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 containing at least the following information for each position.
ACCOUNTABILITY - Specify the position's accountabilities.
STANDARDS - Specify the standards for the position. Include the policies that def
Imagine just for a moment enjoying the work you do more than ever before; so much so that you don't count the days to Friday or to your next long awaited vacation. Does that sound like something that's too good to be true? Well, it isn't if you are wearing the right cap at work.There are five specific caps a person can wear at work. Each cap identifies where you are most likely to have the greatest success in the workplace. These caps are based on what I call your primary area gift stream©, or PAGS©. Your PAGS© is the stream where you naturally flow and express who you really are. The hundreds of people I have given the PAGS Assessment(c) and follow up materials and services to shape their lives around their primary area gift stre
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 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 containing at least the following information for each position.
ACCOUNTABILITY - Specify the position's accountabilities.
STANDARDS - Specify the standards for the position. Include the policies that def
Are you hoping you've got your own Bill Gates in the making in your home? As a parent you can probably tell pretty easily whether or not the entrepreneurial spirit is evident in your child. Some kids make it very obvious that the regular nine-to-five will not be a part of their future. For others, you might need to investigate a bit further to see.Ask these simple questions about your teen to see if your teen has the entrepreneurial spirit. If your answer is "yes" to one or more, you probably do.1. Does she ask what she can do to earn more allowance? Is she willing to take on jobs around the house instead of hanging out at the mall with her pals? Does she do her chores and work with vigor and excellence?2. Did she have the best lemo
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 containing at least the following information for each position.
ACCOUNTABILITY - Specify the position's accountabilities.
STANDARDS - Specify the standards for the position. Include the policies that def
It can happen to anyone. there's a change in the organization and -- suddenly -- you find yourself working for the boss from Hell. Arrogant, demanding, ignorant, bullying and insensitive. Do you leave right away? Do you fight back? Here are some tried and tested ways of coping with impossible bosses -- and coming out on top.1. Find ways to boost your confidenceThis is the single most important indicator of success. Asshole bosses typically work to undermine your self-confidence the whole time. Don't allow this to happen. Recite your strengths back to yourself. Keep notes of accomplishments. Celebrate every success.2. Don't colludeStart looking for the subtle ways you hold yourself back by colluding with the asshole bos
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 containing at least the following information for each position.
ACCOUNTABILITY - Specify the position's accountabilities.
STANDARDS - Specify the standards for the position. Include the policies that define / limit the position's authority and the position holder's general conduct.
WORK INSTRUCTIONS - Specify how the position's work will be performed.
GENERAL INFORMATION - Provide information about your organization, your products and services, your competition, etc. Include other material that enriches the position holder's understanding of the working environment.
INTERFACE - Describe how the position interfaces with:
- Its superior position.
- Its subordinate positions.
- Peer position(s) with frequent contact.
- Non-peer staff positions with frequent contact.
- The "Outside World" (customers, vendors, etc.).
You can design your manuals to have five sections each as follows.
- POSITION SECTION
- COMPANY/PRODUCTS SECTION
- POLICY SECTION Company-wide policies:
- SYSTEMS SECTION Action plans, sample forms, flowcharts, scripts, collateral materials, etc.
- LOGIC SECTION Explain the principles behind the position's work.
5. Call to Action.
To review, your Operations Manuals are collection points for information that governs functioning of positions on your Org Chart.
I sent you this eZine to give you an outline to ease development of your Operations Manuals.
As you've probably guessed, developing Operations Manuals is a big task. I've done it often for many clients. If I be of assistance, just send me an email.
Together, we can document what you want, how you want it, and when you want it. We will discuss various creative approaches before the project begins.
Mike Hayden
Principal/Consultant
Your partner in streamlining business.
For more information,
Email: mailto:info@seniormanagementservices.com
Website: http://www.SeniorManagementServices.com
(c) 2003 Mike Hayden, All rights reserved. You may use material from the Profitable Venture Tactics eZine in whole or in part, as long as you include complete attribution, including live website link and email link.
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