How can you optimize your business operations for scalability?

In order to scale, businesses need a system that allows them to manage people well and to get the right things done in alignment with the strategy. Unfortunately, many rely on to-do lists, impromptu meetings and calls, a barrage of emails, etc.... leading to confusion about who is supposed to be doing what. A business can get great alignment between strategy and operations using a repeatable system that ensures: 1. Everybody knows what the primary business objectives are 2. Everybody knows what their department’s responsibilities are to contribute to those objectives 3. Everybody knows what their personal responsibilities are through clear assignments with deadlines 4. Everybody gets consistent feedback on how they are doing

One challenge businesses typically face when implementing SOPs is "buy-in" from team members impacted by the SOPs. There's often resistance to change. Team members easily revert back to the "old way of doing it," even if the "old way" isn't optimal. To ensure that new SOPs are "followed by all," it's important to: * involve team members in the conversations and drafts that define the new SOP (helping them understand the "why") * identify a team member who will be accountable as the champion to ensure that the new SOP is implemented and followed by all * if possible, the champion should also track and report on the impact of the SOP as a contributing factor to KPIs (to help the team can see the resulting benefit of the new SOP)

Despite your discipline in delegating tasks, team members may still get stuck and need clear guidance from you on what to do when they hit a roadblock. This is where the “yes-able” question comes in handy. Tell your team that when they have a problem, they need to resist the urge to deposit their problem into your lap. Instead, they must research two or three possible solutions to their problem and present their recommendation in a question you can simply respond to with a "yes" or a "no." This approach allows you to see the rigor of their thinking and to understand the other options your team member has considered. Best of all, the team member starts to develop an "owner" mindset.

I love how technology is making data more accessible and more actionable. Defining Key Performance Indicators with targets that are challenging and achievable is a great way to inspire teams. Then look for leading indicators that let you know if you are on track to meet the target and work towards those on a daily/weekly basis. It's also important to monitor, celebrate progress along the way, and stay positive when addressing challenges. Keeping people in a positive mindset when challenges arise improves the quality of solutions.

Collaborations & partnerships can bring together complementary capabilities that unlock opportunities that don't require you to make the investment in capital, people, and know-how that the collaboration can bring together. When businesses come together to collaborate on a project, it's critical to carefully and clearly define roles and responsibilities. Identify key points of contact and what the expectations are around communications. Acknowledge that the partnering entities likely have different cultural norms and expectations, and schedule regular conversations to get on the same page. Help each other (and the client) understand how success is measured and "what done looks like." This type of relationship can bring many opportunities!

When coaching companies on transforming their operations I start with clarifying roles and accountability, setting world-class KPI targets at the CEO level with supporting action items and level 2 KPIs for the leadership team. Creating that clarity for leadership and staff on who is responsible for what amplifies the likelihood of success.