What processes call out for standardization? “The short answer is all of them— everything in an organization needs to be documented, standardized, and systemized,” says E-Myth’s Clark. Processes that aren’t, she adds, “cause frustrations for you, your people, vendors, lenders, clients, and the community.”

“I can’t think of any process that would not benefit from being standardized,” says Carter. The extent to which a process is standardized may vary, though. “You would want your payment processing and accounting procedures to be very specific and detailed,” she says, while sales might be treated as a less-standardized process.

Not necessarily that much less, though. “Sales and marketing can absolutely be systematized,” says Sugars. Break down this process into its elemental building blocks, he explains, “and examine the kind of materials you send to a prospective customer, how sales pitches need to be handled, and what steps are involved in bringing customers on line.”

TOP-DOWN/BOTTOM-UP
The standardization and documentation of business processes involve elements of both top-down and bottom-up analysis. “If you’re a detailed, do-it-yourself kind of person, and can figure out ‘the right way’ to do a process, you can create documentation yourself by drilling down from very broad concepts to very specific tasks,” Carter suggests. This approach starts with a list of processes (accounting, purchasing, sales, marketing, and so on). Next, “create a checklist of steps, in the correct order, necessary to complete each process,” says Carter. Each step on that checklist is then further broken down into a detailed, very specific list of tasks necessary to complete them.

Conversely, “begin systematizing from the bottom of the organization chart, where the tasks are most prevalent and repetitious,” says Sugars. Especially if you’re currently a small operation, “start out with what you think that chart will look like once you’ve built your business, not what it looks like today,” he says.

Consultants and other outside sources of assistance can be useful in this process. “Seek out advisers who can assist in getting the necessary information you need to create a system that works for your business,” says Clark. If some aspect of your business needs to meet industry-specific standards, “find peer groups that can help you get the information you need,” she says.

EMPLOYEE BUY-IN
Take the time to sell your employees on the standardized business processes that impact their jobs. “Buy-in from employees comes with presenting how [standardization] benefits them,” says Carter. Employees commonly feel threatened by documented processes of how they do their jobs, “but processes that work save everyone time, streamline the workload, enable employees to excel, prevent misunderstanding, and foster collaboration instead of competition.” Employees also need to feel part of the standardization process itself. “When employees feel that their voices are being heard, especially on things they do day-in and day-out, they are much more willing to follow new systems and processes,” says Clark. Put basic psychology to work and keep your documentation from being too dense, adds Sugars.

“Apply the carrot-and-stick approach. Make sure there are incentives to comply with processes, and disincentives for not [complying],” says Sugars. And as for documentation, he adds, “the simpler the better. I’ve always found that if it’s overcomplicated, employees won’t read it, let alone follow it.”

MARTIN SINDERMAN is an Atlanta-based freelance writer.

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