Having Processes Is Smart, Following Them Is Smarter

While recently working with a business owner, the topic of “rework” came up.  It was an industrial service company, and there had been several situations where the job had been completed for the customer, but subsequently more work had to be done because it wasn’t quite good enough the first time.  After asking a few questions so that I could fully understand the situation, I asked if they had procedures in place to prevent this situation.  The response was, “Yes, of course we have a process for this... I’m just not sure how often we follow it.” 

Coming from an accounting and business background myself, it’s impossible to count the number of times I’ve heard, and said, that it’s important to have “documented processes.”  Business owners quickly figure out that if you are going to do something well at scale, it’s necessary to standardize how it’s done.  Consultants earn a respectable sum, rightfully so, in doing such projects as well.  Documentation of processes is of critical importance for any successful business.   What’s even more critical though, is that those processes are followed. 

That interaction caused me to remember one of the similar lessons that I learned from my own business.  In my previous company, I had spent much time creating processes, checklists, and forms that were used to ensure we produced a quality service for our customers.  It was something I had begun before even opening for business.  As I was able to delegate more of the everyday work, I began to be more out of touch with the processes I myself had created.  One day I was speaking with a client and started writing down the information on a yellow legal pad.  After getting all the details, I handed the sheet to my employee, who seemed to be frozen as he tried to figure out what I was doing.  After a few seconds, he asked, “Where’s the form?”  I answered back in a smug tone, “Everything is there... I created the form.”  He appropriately responded, “So you don’t use the forms that you yourself created??”  It really was more of a statement than a question.  That wasn’t my best moment as a manager, and it also was the last time I shortcut the proven system.  I felt very convicted, and rightfully so. 

The dangerous part about intentionally creating processes is that for some reason we frequently feel like the job is done once the process is documented.  Task to do, task completed, we feel good.  The truth though is that creating the process is just the beginning.  If we don’t have a plan for how the process will be implemented, and even better, how we will ensure it continues to be used, we have in fact wasted our time.  A process that no one follows is potentially worse than having no process at all because it lulls us into a false sense of security.  We feel like the situation has been addressed, when in fact it hasn’t.  Implementation and follow-up are key. 

If you haven’t decided this already, now would be a good time to check that all your processes are being followed.  Knowing that you “have a process for that” truly isn’t enough.  Processes are of no worth unless they are followed. 

If we can be of assistance in any way, please reach out on our Contact page. 

Until next time, I wish you the absolute best in your business. 

Mark Goldman 

UPDATE: Ironically, on the morning when I was going to post this, I almost got run over by a car while on my morning run.  I crossed the street despite the “don’t walk” sign.  I would have never done that previously when I coached a running group, and especially when I run with my kids.  I was alone on this run... I guess I still have some work to do regarding following my own rules.  🤔