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Who cares about the details? You must…

Jul 22 2010 by Julia Aquino | (0) comments

Categories: Best Practices
Tags: best practices, management, team, execute thy purpose, strategy, strategic planning, operations, operations manual

Who cares about the details? You must…

“A man's accomplishments in life are the cumulative effect of his attention to detail.”

John Foster Dulles

Often when I speak with larger consulting firms, they define the Operations Manual as the “Big Picture” of how an organization operates. It would include the Organizational Chart and the interaction between departments within the overall systems of the business. And, this is a great way to look at an Operations Manual for a larger company, along with job specific training manuals to bring in the smaller details. However, most companies stop at the Big Picture.

In reality though, the “Small Picture” – the details — matter. The details, in this case, the tasks within the processes within the systems, ARE important. There could not be a system without the processes. And, how would you duplicate the Big Picture? You couldn’t unless you knew all that went into building it. And even if you knew all that went into building it, how could you transfer that knowledge to another person?

So, for businesses that want to be structured and create structured (peaceful) growth, documenting the details – the how-to — is important. Does that mean we ignore the big picture? Absolutely not…as a matter of fact we start with the Big Picture.

Big Picture: Look at how your organization operates:

Create your Organizational Chart. If you are growing, create a current chart and a projected chart, what your organization will look like in 6-12 months.
Create the “How Your Company Operates” chart. What department or personnel interactions look like, how larger systems or departments operate and interact. Define any large projects currently underway.

Then break it down a little further:

Look at each position’s (from the Organizational Chart) job description and the responsibilities described. Compare those to the “How Your Company Operates” chart.
Are they current?
Compare the Roles and Responsibilities described to those required by the systems in place. Are there areas of your systems that aren’t covered? (If you don’t have Job Descriptions see Art Bailey’s blog, "I'm supposed to do WHAT?")
Determine and document the Processes that make up the Systems. Who is involved? Which departments? Define their interactions within the process.

The Final Breakdown (Details):

Document the roles and tasks involved in each process defined above.
Take those roles and responsibilities and update your job descriptions to ensure they are clearly defined and aligned with the systems, processes and tasks defined that are required to successfully operate your business.

By documenting the details — what you do and how you do it — you create an environment that empowers others to do what is required of them and more. It gives anyone the ability to pick up where someone else leaves off. It makes training easier and frees you up to do what you have to do to succeed. The details define your success.

Hopefully this will give you an idea of how to look at your organization. It will give you the ability to see, grow, and strategically plan your business’ success…then, to duplicate it, if desired.