Systemising your business can be
a daunting and frankly overwhelming task. Behold the
system for creating systems, I'm going to make it super simple
for you to get started documenting how you do things in
your business. So you can start delegating more and get back to
working on the business. My name is Moriarty. And in this
video, I'm going to be sharing with you the simple way of
documenting business systems and processes so that you can get
back to focusing on your business. Now, if you're new to
this channel, we help small business owners with getting
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button. And if you like this video, be sure to give us a
thumbs up when you're done. Now most business owners get started
with the process of Systemising their business because they've
been to a business seminar or a business coach who said start
documenting things. And for me, this came from reading the E
Myth Revisited by Michael Gerber, which is one of the
quintessential books on building a more successful business. And
that is to step out of the technician role as an
entrepreneur and to step first into manager and then into the
entrepreneur role where you're basically stood back from the
business and the business is operating and running itself.
Now, in order to do that, you need to build an online or a
digital version of a standard operating procedures manual. And
the old days people would do this on pen and paper, or they'd
type them up and put it in the handbook and print it out and
give it to their staff. But for most businesses now running
remotely these days, you can do this online. And we've got many
videos on how to use Google Sites to build an online
intranet. But one of the most important things you need to
know how to do is to actually document your systems and
processes as you're going through that process of
Systemising the business. And so henceforth, we have the system
for writing systems. This is how to create really great business
systems and business processes so that your team can follow
them really easily. And you can effectively delegate tasks to
other people in the business, which gets more off your plate
as the entrepreneur. Now as we document business systems, we're
going to identify five, nearly four, five different areas where
you're going to actually have covered, and that is the What
the Why the web, The Who, and the how. And these five areas
are going to make sure that when you document the process, you
don't have staff coming back to you with questions, asking how
to actually get it done. So without further ado, let me take
you through each different area that you need to have documented
and how to create a really great business process. So first up,
we're going to start with the what and that is, what is the
result of this process? Once someone has run this process?
Where do they actually need to get to at the end of the day. So
let's say for example, it's a payroll processing system, or
process. And what we're going to be doing is with that, we're
going to be handing over for someone else to manage the
payroll in your business, what we want to identify what is the
result of this process. And so without example, it might be
that the result of this process is that payroll is organized,
and it is delivered on time and correctly to our team to make
sure that our team get paid on time. Well, that's important,
it's important that we make sure that the process is done
correctly, because we want to make sure that our team are
actually paid on time. And we want to make sure that we don't
put the business at risk. And so that's why it's a good idea to
identify the why Next up, it's important to know, why is
it so important that this person during the process knows the
process? What is the pain that they're going to be avoiding, as
well as the pleasure of a good result? So for example, if we
get our payroll done correctly, and we get it done on time as
well, our staff are going to be happy. If we don't get it
correct. Well, we might expose the business to risk by either
underpaying or overpaying. And we're going to have unhappy
staff if we don't get the pay, right. And so it's really
important that we identify the why. Next up, let's talk about
when so what are the trigger points that will alert us that
someone needs to follow this system. Now there may be a time
based trigger. So it might be okay, this happens every
Thursday at 11am. Maybe we do our payroll every Thursday at
11am. Or it might actually be a event based trigger. So this
happens every time there is an injury in the workplace. We're
going to fill out the injury report and we're going to follow
the injury report process. Or it might be every time we onboard a
new customer. We're going to follow up the customer
onboarding process. Okay, so once we've got the win
identified, then we can also have a think about well, what is
the deadline? When does this need to be done by in our
example of payroll we may choose? Well if this starts at
11am on a Thursday, it must be completed by midday or it must
be completed by 2pm. So the bank can can go out on time by Friday
morning. Now making sure that you've got deadlines identified
means that your team know when the right time is to complete.
But also when it needs to be done by as well. Now, notice
that we've already got through the what the why and the win.
But we still haven't started going through step one, step
two, step three of how to actually do the payroll. And the
reason for that is we want to give our team all of this
context around what the actual action steps up. The reason for
that is, well, if you give this task to someone, and they didn't
have the why they didn't know what the result was supposed to
be, and they didn't know where they were getting to, well, they
may get stuck on step two, and then come back to you and say,
hey, you know what, I'm stuck. Can you help me? Whereas if you
give someone a set of instructions, and they've got
all of the context, what is the result that we're looking to
get? Why is it so important? When does this need to happen?
And by when does it need to happen? Well, your team are more
likely going to go through the process. And if they get stuck
anywhere, come back to and say, hey, you know what, I know what
result we're trying to get here. And you know, I haven't quite
got this perfect just yet, I got stuck on step number three. But
I think if we modify that, or maybe I can do it this way, then
I should be able to get to the result. And that's where you're
going to have your team collaborating with you, and
being a lot more engaged in the process. Okay, step number four
to identify is the who, what is the job title of the person
performing this task. Now, importantly, we're not going to
use someone's name. So we're not going to put in the systems
while Bob does this on Thursdays because Bob may change in the
business. But also, we want to empower our team members with
the responsibility of a job title. Now, for many small
businesses, and particularly in the early stages, if you're in
the launch stage, or the startup stage, and you're literally just
getting started well, you may be someone who is, you know, not
really that interested in getting roles to your team
members, because maybe everyone is everything inside the
business, right. Whereas when you give your team members a
actual official job title, like maybe a project manager, or a
customer consultant, or a sales professional, or a business
development manager, you know, whatever title you choose for
that person, it's more likely that they are actually going to
rise to the responsibility of embodying that. So it's a great
way of empowering your team by giving them an official job
role, even if you think they're silly as an entrepreneur, which
I totally personally understand that giving a team members a job
role means that they're more likely to take on the
responsibility of that role. Now, I love using this for
performance management, because when I was directly managing
staff, what I would do is I'd sit them down, and I'd say, Hey,
you look, you did something that was outside of what a project
manager should be expected to do. All this is outside of what
a sales professional would be expected to do. And I would use
those roles for performance management and ensuring that the
team are actually kept in check with that. So if that's useful
for you, great. Also, obviously, the additional benefit of this
is when someone moves or changes in the business, well, you don't
have to go through and change every one of your systems
because Bob isn't doing this. And now Mary is doing this. So
it's going to make your life easier as well. Finally, we come
to step number five, and that is the house. So finally, we're
going to get to the actual how is this business process done?
So number one is like how is it completed? What are the
implementation steps? Step one, step two, step three. And this
is kind of like the recipe for how to get this done. So in our
example of payroll, well, it would be okay, well, first up,
you load up the timesheets, and then you you know, you grab all
of the banking details for everyone, and you punch that
into your accounting software, and maybe out it spits a bank
file. So you're gonna have your steps 12345, how to actually get
this process done. Now, number two, you're going to develop an Audit
Checklist, so someone can actually check that their work
has been done correctly. Now, in the example of payroll, what I
used to do when I was doing payroll for our business, many,
many years ago, was I would always have a little check for
myself. And what I would do was when the payroll was ready to be
released from the bank, I would check the final amount. And I
would double check that that amount matched what was in the
actual payroll file in our accounting software. And so
inside that software, I would just double check to make sure
what was going out of the bank account is exactly the same as
what was in the software. And the other thing that I would do
is I would check whether or not the payroll was plus or minus
10%, or within 10%, of what the last pay run was. So whether
that was week ago, or a fortnight ago, I wanted to make
sure that there weren't any kind of wild fluctuations higher or
lower on the payroll, just to make sure that things were
pretty close. So think about how can someone develop an audit
checklist to make sure things have been done correctly. And
just like a pilot who's flying a plane, you're going to have
checklists to make sure that things are all correct. Before
you start or finish a process. Remember that you want to make
it easy for your team to actually check their work. And
when they're checking their own work, it means that you don't
have to check their work for them. And one of the biggest
fears that business owners have with actually delegating tasks
is are my team going to do it as well as I do? Are they going to
do it as good as I'm doing this and this is a way of you making
sure that your team are checking that they're doing the right
kind of job. Now the third thing you want to have in your house
is actually showing the task being completed. So whether
that's using a screencasting software to record your
computer, or actually using a video camera and You can even
just use an iPhone for this, if you've got an outside type
business, that's absolutely fine. And what I would recommend
you do is take screenshots and maybe even annotate them with
arrows, and basically show exactly what a great result
needs to look like, but also show the steps 12345 on how to
actually complete the job. Now we have a customer who did this
as an example, they were a gym. And what they did was they took
a photo of their reception area when it was all clean and tight.
And they basically said, Well, this is an example of what it
should look like as the result. Once you've got the reception
area tidy. Here is a little bowl with gifts for customers. Here's
what benched looks like when it's nice and clean and tidy.
And then they went all around the gym and did the same thing
for each process. And their business is what the squat rack
looks like when all the weights have been put away is what the
bathrooms look like when they're clean, you know, when the
carpets tidy, this is what it should look like. And basically
all of those things were documented. So when their
manager came into the gym to actually do their job and do the
end of day clean, or they knew exactly what the end result
should look like. And then they were able to work just straight
from there. Okay, so we've identified five elements to
write the perfect system, the system for writing systems, and
that is the What the Why the when the who, and finally, the
How now, if you get all of these things, right, well, you're
going to have a great documented business system, and your team
are going to be able to follow along easily. Now I do need to
give some credit for this. I didn't come up with this myself.
This was actually taught to me by someone by the name of Stuart
Cook, who's the previous CEO of Zambrero, very successful, quick
service Mexican fast food chain inside Australia. But I'm pretty
sure that Stewart learned from Jack de Llosa, who founded the
entourage. And I'm pretty sure he learned it from Dale
Beaumont, who's the founder of business blueprint, who is also
one of our partners. And so wherever this came from, I'm not
sure who the official original author was, I don't want to
thank those gentlemen, for teaching this framework to me,
and I'm sharing along with you. Hopefully you do great things
with it. So let me know in the comments if this has been useful
for you and in your business. If you do have any questions, drop
them right below this video, we'll do our best to answer
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Cheers.
