S T A C K D U P

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Document a process

Make the objective clear

It might be easy to clump everything into 1 document but it wont be for whoever is trying to accomplish it on their own.

For example, say you want to buy an investment property every few months, you could develop a retrievable process such as this…

  • Process to buy an investment property
  • Process to onboard a new tenant
  • Process to search and screen for new tenants
  • Process to hire repairs and property managers

You get the idea, you may not need to develop a process for every little item, but how much easier is it knowing you

  • Don’t have to remember how to do it
  • Or be able to ask someone else to reference it and do it for you

Attach documents

Need to forward out an attachment for a client or someone to sign?

Attach it to the documentation that way you can quickly get the ball rolling on whatever it is you need to get done.

One of the biggest nuisances we use to have was fishing for Word Documents, PDF’s in endless sub folders on our O: Drives or desktops.

While we still maintain backups, our primary attachments are included within the process documentation form which we can access in seconds.

Keep it simple for you and your colleagues and make it accessible.

All you need to remember is that you created one.

Take note of repetitive items

If you need inspiration or don’t know where to start, just think of the daily items that seem to pop up or occur on a daily basis.

Have new employees or colleagues asking the same questions over and over?

Are you constantly searching or calling to ask questions about something you have done a few times already (to the same people or departments)?

These are the processes you should be documenting, collaborating or sharing with others.

Keep your focus on the big picture

This is a chart we frequently reference and how much time goes into these very soul sucking activities.

Your time consuming activities might vary in this chart and find yourself spending more time in one area than another.

The key is to realize you probably do not micro-record the time spent on these activities, but consistently complain about them on a daily basis.

These are the processes you should be documenting.

Don’t be afraid to bring in others to help

Trust others to pick up the baton and run with it. Start handing off more business processes to others.

Let them make mistakes (within reason), gain confidence and then take on more responsibility.

You will find yourself becoming the mason that creates foundations for you and your team to build off of.

And this, is much more valuable to you and your organization.

Try it out

The problem is that as individuals, we sometimes like to have complete control over everything.

However, this provides a ceiling and limitation on what we can become. Start small and get comfortable with delegating more processes and workflows.

That’s all we have to say on this.

If you have made it to the end of this article, your reward is 1 free months when you sign up here with PROMO CODE: objective

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