If there is a consistent theme in my blogs, it is not because I am repetitive by nature, but rather that I keep seeing the same issues repeatedly. These same issues are like hand brakes on business success.
A not uncommon example is the failure to delegate, which I have come to understand arises for a number of reasons. Some fear the outcome, whilst others have self-proclaimed trust issues ad others simply don’t have confidence in their own systems to act as a rescue for shortfalls. Comments and thoughts include things like: “I don’t trust that it will be done properly”, “I like to control certain things which are important to me”, “it’s just easier and quicker to do it myself than explain what I want” and the old chestnut “I just don’t have time to train them to do what I want”. The outcome or result is always the same. The leader or manager ends up frustrated that they are doing tasks which are holding them back from things they really should be doing to move the business forward.
Clearly developed and documented systems are the solution to this delegation challenge. They give a roadmap of expectations, outcomes and checkpoints so that work can be completed and accomplished just the way it is desired every time. When a business is bolstered up by a systems framework the leader is no longer burdened or bogged down with tasks that should be completed by team members.
The other scenario which often arises is that only one team member knows how to complete a range of tasks. Instead of this becoming an advantage it can be a trap if they use it as part of a power play. This is particularly so if the procedure is not part of a documented system, but rather lives in the mind of that person. Suddenly the business is at the mercy of one employee. Again the only answer is a well documented systems approach to the business.
Systems are not just created to help with delegation. They provide a mechanism for a business to develop Standards. This means that outcomes can become measurable, and the results from those measurements are meaningful and useful. Creating detailed systems, ie “the way we do things here” works for every type and size of business. When you are able to measure the details of your business, you suddenly have the ability to make improvements on a regular basis. Those improvements are based on sound decision making principles and underpinned by reliable data.
Scalability is a further benefit of a ‘Systems driven’ business. Once you have predictable methods with measureable outcomes able to be delegated, then increasing the volume of tasks becomes a simple matter of adding resources. Growth in these businesses becomes an easy choice. The final piece in building sustainability and economies of scale into the ‘Systems Driven’ environment is the relatively easy digital transformation that is possible. Replacing high cost systems managed by people with lower cost systems managed by software is only possible when the business has already been developed systematically and logically.
There is no denying it. A ‘Systems Driven’ business is a springboard to success. What’s happening in your business?