Procedures are enormously important if you want to

- scale the size of your business
- reduce mistakes and fires
- find operational leverage points
- outsource work
- reduce training time
- and create a streamlined operation.

But what should they contain?
1. Name

Every Procedure should have a name. Since these will be stored and referenced, I like to use the name of the task someone would be asked to do.

"Can you send invoices" -> Send Invoices
"Please ship this UPS" -> Ship UPS

This makes it searchable by those who are new.
2. Date Written

You should keep a date written and date updated on the procedure at all times.

This helps people know how current it is.

It gives you a way to identify and update (ex. all procedures over 12 months old need to be reviewed for accuracy).
3. Revision

Its good to revision procedures.

This goes back to older industrial standards, but if its printed or shared outside the knowledgebase system, you want a way to check if its current or not.

(This implies a master revision table as well with all current revs).
With systems such as mediawiki, you don't need to manually track revisions as all changes are saved and accounted for with possibility to revert if you want.
4. Role

Put the role responsible.

Procedures can and should be more than just How-Tos.

They should help manage responsibility and enforce org structure.

Putting who is responsible for a certain procedure is important.
5. Trigger

Something I do, that is not in most Procedures, is add a Trigger.

Why is someone doing this procedure?

1. It helps readers understand when this is to be done
2. It gives a searchable method to find when someone doesn't know what to do.
i.e. Receive an invoice in the mail.

You can search "receive invoice", or "mailed invoice", and find the procedure "Enter Invoices" with a trigger "Receive in invoice [via mail or email]
6. Process

Every Procedure is part of a higher-level flow... a process.

I like to link to the process from within the procedure (and to the procedures from the process). This allows you to
- quickly navigate through the manual
- see next steps
- understand the whole picture
7. Description

This is just a one-sentence, layman explanation of what the procedure is.

This helps those that land on it make sure it is what they are looking for before they dive in.
8. Outcome

What is created, submitted, and or evident at the end of the procedure?

Make it clear what the outcome of performing is.

- A report to submit to management?
- An invoice in the system ready to be paid?
- Printed Payroll Checks?
- An FAI xls file completed and saved?
9. Requirements

List all resources that the role will need in order to complete the Procedure.

- access to ERP?
- access to filesharing?
- a printer?

Make it evident upfront.
10. Document Owner

Every procedure should have an owner.

This is the person who is responsible for updating, maintaining, and keeping accuracy for a procedure.
11. Procedure

The procedure itself is a step by step.

It is not overly detailed.

It is what you would say to someone that worked there, if they asked how to do something.
On definitions:

Many used to put definitions bulleted in procedures.

I find it distracting and useless without context.

I create a glossary and then link to those definitions from the actual steps when mentioned.
On data location:

All of this information does not need to be under headings that drag on for pages.

Much of it can be in the header and footer.
On tables:

The information that is in the beginning of the procedure, is useful in separate tables for searching and reference.

- master revision list
- triggers
- roles
- procedure owners
Want to learn more about

- smb operations
- systems and process
- automation
- code & nocode builds for smb

Then follow @joshuamschultz
Summary:

- Procedures are incredibly important to scale an operation
- Consider what the person search/reading does and does not know
- Use links to add context rather than overcomplicating the procedure
- Use titles and names that people would be searching for

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More from @joshuamschultz

26 Apr
Scaling service businesses requires sales

A lot of emphasis is put on inbound sales (ie automatic and no interacion until close)

While this works, sions and ROI on time if you do cold outreach

Cold Calls are not dead
Cold Emails are not dead
Stop bys are not dead

Here's how
1. The key to cold outreach is not just volume, but what I call qualified volume.

You will spend less time overall if you qualify your contacts first.

Do this using google, review sites, facebook, company website, or driving by.

Volume without qualification is discouraging.
2. Make sure they are someone who would benefit from doing business with you, not just someone you want to do business with.

I have plenty of people I'd love to work with... but at this point, I have nothing have value to offer.

So I don't waste their time (or mine).
Read 15 tweets
20 Apr
Process Improvement - The basics

Process improvement means
- it costs less to run your operation
- there are few mistakes
- it takes less time to run your business each day
- you can take on more customers without investing in more resources
For the business owner this means:

- more cash
- less stress and fires
- less time in the business

So how do you do it?
While there are countless complex and innovative ways to carry out process improvement, many small business owners can start to see significant improvement with just a little work.

I'll walk you through a basic method here
Read 20 tweets
19 Apr
Ways to keep you and your team focused on and executing on strategy.

Tactics and fires can side track you.

Before you know it, 12 months have gone by, and you've been reacting day to day, with little thought to WHERE you WANT or SHOULD go.

Here are some ways to keep aligment
1. Have a weekly meeting.

I hate meetings, but this is a non-negotiable.

The results and team focus are deniable once you do this consistently and correctly.

This meeting occurs no matter who can/cant make it (including you)
2. Keep a daily check-in for yourself.

Here is an example

Read 6 tweets
19 Apr
1/ In growing a business, we often sacrifice the strategic for the tactical.

The day to day reactions can stop an owner from being proactive.

What happens is you move, but not a consistent direction.

It takes longer to get ahead.

Here is how I combat that...
2/ I give a theme to each weekday.

These themes are the major strategic areas I need to focus on given my overall strategy at the time.

These change every few quarters depending on where the company is at and where we are headed.

As of last look, these were my themes...
3/

Monday -> Company Direction and Update
Tuesday -> Brand & Business Development
Wednesday -> Strategy, Vision
Thursday -> People
Friday -> Metrics

Here are the things I would look at:
Read 11 tweets
16 Apr
4 things you MUST get right to really scale a business.

There are more, these 4 are extremely important.
1 People

You need to get the right people, working on the right things, with the right tools, incentivized in the right way.
2. Strategy

You must have the correct strategy, one that you can execute and which utilizes your strengths and capabilities while protecting your weakness. You have to develop and play a strategy that is unique to you.
Read 5 tweets
15 Apr
@StrongpointRich @jasoncoxnc @girdley @WilsonCompanies Thanks Rich.

Sounds like you want to go through a 3
Part step to get ready for the next steps.

Process is not only systems and standards, but about reducing risk and isssues. In other words, you don’t want it feeling like it’s duct taped together and might fall apart in 🚀
@StrongpointRich @jasoncoxnc @girdley @WilsonCompanies 1. Is called process mapping. This writing down what you do now, who does it, how they do it, how long it takes, and what needs to be o be done first (dependencies).

This is a pain because no progress is made, but you have to start somewhere.

This also sets up 2
@StrongpointRich @jasoncoxnc @girdley @WilsonCompanies 2. Optimize

Based on dependencies, possible parallel work, cost structures and capabilities, and a few you other things, you combine steps, eliminate, outsource, and re order them.

“What’s the best way to do this with 100x more volume, without making a mistake?”
Read 7 tweets

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