Lack of Operations Manuals stunting your growth?

Written by Mike Hayden

Lack of Operations Manuals stunting your growth?

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 Manualsrepparttar 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 untilrepparttar 119488 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 ofrepparttar 119489 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."


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 offrepparttar 119490 shelf. What could be easier? There's near zero "tribal knowledge" here.

People Literacy

Written by Susan Cullen

People literacy is knowing how to read and understandrepparttar behavioral style differences of others.

Every Manager has experiencedrepparttar 119487 frustration of not understanding why one management approach that works beautifully with one employee is ineffective with another. That’s because what we think would be motivating isn’t always motivating to someone else.

The same principle applies to client and co-worker relationships. We “click” or connect with some individuals and understand each other. But we also work with individuals who approach things differently. Research shows there are four different behavioral style dimensions. Understanding their characteristics can help us become more effective in our interactions with each other.

Four Dimensions

The Personal Profile SystemÒ is an instrument that helps identify how we tend to behave. It identifies four different behavioral dimensions: dominance, influence, steadiness, and conscientiousness. Although we behave with all four dimensions, we tend to use one or two most often.

Dominance. People who demonstraterepparttar 119488 Dominant (“D”) behavioral style are usually fast-paced and task-oriented people. They thrive onrepparttar 119489 challenge of solving problems. Those withrepparttar 119490 “D” behavioral tendencies are quick decision makers. They don’t wait to be given authority; they take it. Don’t bog these people down with fluff or details—only results interest them. “Ds” are most comfortable when they can control their environment. They work best when they are free from controls and supervision. They overcome opposition to getrepparttar 119491 job done.

Those withrepparttar 119492 “D” behavioral tendencies tend to get immediate results, cause action, accept challenges, make quick decisions, questionrepparttar 119493 status quo, take authority, manage trouble, and solve problems. They seek an environment that includes power, authority, prestige, challenge, opportunity, scope, freedom, and variety. But they need others who weigh pros and cons, calculate risks, use caution, structure a more predictable environment, research facts, deliberate before deciding, and recognizerepparttar 119494 needs of others. In fact, to be more effective, those withrepparttar 119495 “D” behavioral style need to understand that they need people, identification with a group, an awareness of existing sanctions, and to pace self and relax more.

Influence. Individuals withrepparttar 119496 Influence, or “I” behavioral tendency are also fast-paced, but they are more people-oriented. These arerepparttar 119497 “people people.” They prefer to be around others and are enthusiastic and entertaining. Popularity is important to them. They get their job done by making allies with others. They enjoy contacting people, making a favorable impression, speaking articulately, creating a motivational environment, generating enthusiasm, entertaining people, and participating in groups. They seek an environment that includes popularity, social recognition, freedom of expression, group activities, democratic relationships, freedom from control and detail, opportunity to verbalize proposals, coaching and counseling skills, and favorable working conditions. They need others who concentrate onrepparttar 119498 task, seek facts, speak directly, respect sincerity, develop systematic approaches, prefer dealing with people, take a logical approach, and demonstrate individual follow-through. To be more effective, individuals withrepparttar 119499 “I” behavioral style need control of time, objectivity in decision-making, participatory management, more realistic appraisals of others, priorities and deadlines, and to be more firm with others.

Steadiness. Like those withrepparttar 119500 Influencing style, individuals who demonstraterepparttar 119501 Steadiness or “S” behavioral tendency are people-oriented but at a much slower pace. The “S” style doesn’t like to make quick decisions, but value consistency instead. The “S” style is patient and loyal. They also are very good at listening to people and calming others when they get upset. Individuals withrepparttar 119502 “S” behavioral style focus on cooperating with others to accomplish their tasks.

Individuals withrepparttar 119503 Steadiness pattern tend to perform in a consistent, predictable manner. They desire to help others, demonstrate patience, develop specialized skills, concentrate onrepparttar 119504 task, show loyalty, be good listeners, and calm excited people. They seek an environment that includes security, predictability, minimal work infringement on home life, credit for work done well, sincere appreciation, identification with a group, and minimal conflict. They need others who react quickly to unexpected change, stretch towardrepparttar 119505 challenges of an accepted task, become involved in more than one thing, are self-promoting, apply pressure on others, work comfortably in an unpredictable environment, prioritize work, are flexible in work procedures, and contribute value torepparttar 119506 work. To be more effective, individuals withrepparttar 119507 Steadiness style need conditioning prior to change, validation of self-worth, information on how best to contribute, work associates of similar competence, guidelines, encouragement, and confidence inrepparttar 119508 ability of others.

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