Let me tell you how this is killing your business. Once you realise that, you will also see it is stopping you from having more time with your family. On top of all that, it is preventing you making more money.
A business without systems is like an army without orders and regime. You can only organise so many tasks with the limited hours in your day. If you are revisiting them day in and day out then you are wasting time and money and, effectively, your life. In a nutshell, that is how failure to develop systems and failure to delegate work is killing your business.
But it’s an easy problem to fix.
Break down your business areas into strategic units – you or your business should develop a few basic procedures you will follow, either written or remembered. These are
To find customers
To close a sale and
To deliver the goods and get paid. So, the most basic units are Sales & Marketing, Production & Order Fulfillment, and Finance & Administration.
Define the discrete roles in your businesses. Each unit has a role it plays and each is responsible for tasks and procedures that are undertaken to fulfill the activities of your business. These roles are like job titles.
At first, all roles will be handled by just 1-2 people. The standard roles are: Marketing Manager (Promoting to the target market to bring in leads) Sales Manager (Presenting to the prospect and closing a sale to make a customer) Fulfillment & Production Manager (Delivering goods and services to the customer) Administration Manager (accounting, human resources, finance and banking, office admin, maintenance and repairs, ordering and logistics, warehousing etc.)
After you have your roles listed you can start on the systems that make your business run more smoothly and effectively. These are the actual step by step tasks you undertake in your business to find a customer, make sales, and deliver the goods, etc. These tasks at a minimum can be written out in a document. Let’s call them your Standard Operating Procedures or SOPs.
The trick here is to be detailed. (e.g. To deliver a fridge you would write every step you take to pick it from stock and load it onto a delivery vehicle safely then have it unloaded at the client’s location, a brief demo is necessary, as well as timing for follow-up calls or any other special task you do that’s special in your business).
Once you have your businesses processes documented you can organise them into a document or enter them into a task management system like RTMS.onapage.net where you and your staff can easily access them.
Review your systems monthly or quarterly and keep a separate diary on how your systems work or don’t work and on how you can improve them or simplify them. These documents form the basis of your business manual.
Once you’ve got it, you can grow.
The systemisation of your business is the first step to unbridled growth and taking your business out of the realms of small business into the leagues of franchise operations like McDonald’s, Subway and Domino’s Pizza.
Don’t stay chained to your business for eternity. Remember, the primary objective of developing a business is so you can create a saleable, valuable entity that allows you to exercise an exit strategy at some future date.