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Got a Problem? Get a Process
These steps take you from spotting the problem to celebrating its resolution
Systems, processes, manuals, standards: The Holy Grail of the mythical smooth-running business.
With none of the above in place, every day your company is open yet another problem or crisis occurs. Often, the same problem pops up with depressing frequency.
The good news is those problems are what drive process creation. Here is how it works.
Identify the Problem
Your company needs to admit that there is a problem, as that is the first step towards overcoming it. Owning up to the situation can be difficult. However, doing so is essential to any positive outcome.
The owner needs to demonstrate this behavior. I don’t mean telling others about a problem that is their responsibility. Rather, the owner needs to say, “I caused this. Help me and our company overcome this problem.” Vulnerability on the part of the owner is inspiring to the rest of the company.
Determine the Cause
There are different reasons problems occur. Someone not following established procedures is a common cause. Not having established procedures is another cause. Being blind to the obvious is yet another cause.
To find a solution, the company must first determine the cause. Figuring this out as a team while not assigning blame is powerful.
Ask your people what they think. Or get those who work in the department(s) affected by the problem and/or who might provide the solution to the problem to sit down and air it out in a positive way.
Use Sticky Notes or the like for people to write their thoughts on and get them up on a wall. Together, see where the overlap is. Narrow down the cause(s). Now you can move to the next step.
Agree Upon the Needed Action
Getting clear about the cause allows a smaller group to figure out the needed action. Typically, those people are responsible for the action occurring and/or manage those people who are. Sometimes the solution is obvious. Other times it is not.
Whoever is leading the discussion must make sure everyone offers input and feels heard. That being done makes it more likely that all involved will support the decision about what to do. Write down what is decided.
Decide Who is Responsible
Next, determine what position(s) in the company is responsible for taking the action and what position in the company is responsible for managing that person. In pretty much any situation, it takes two to make sure something happens.
Get crystal clear about this, because the implementation of the solution now depends on a particular position for getting it done. Without being clear, the problem will still occur again and again.
Define the Outcome
Wrap up your process with a succinct description of the outcome the company wants to achieve. Again, get clear about this.
Why? The company will be training using the process. The more compelling the outcome is, the more reason for those who are new to the company to embrace the process.
Celebrate Success
When the process is used and prevents the problem from occurring, it is important to publicly celebrate the success the company as a team has achieved.
It’s demoralizing to focus only on times when the process isn’t used and the problem recurs. If that happens, talk with the appropriate folks privately.
Go public with the positive outcomes and praise those who are creating them. Others will then be motivated to get on board with the process.
Sounds pretty simple, right? The fact is, it is. This is not rocket science.
What is needed is a company commitment to slow down to go fast. That means owning the problem and finding a solution that prevents the problem from reoccurring. If your company is always so busy that it can’t address the problems it causes, then it will never have processes and systems. It will just have problems, which no client wants to pay for.
The key to success isn’t doing more poorly. It is doing things right, the first time. Give you and your people that experience and watch your systems and processes get developed.
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