Are you trying to scale chaos? Oops, sorry. I mean, are you trying to scale your business?
Every day, entrepreneurs are out there hustling and trying to build their business. They’re speaking to customers and they’re making deals. But, are you really building your business or are you just scaling chaos with no system, no process and no plan in place to be able to take your business to the next level? Every day, you get up and you hit the ground running. You are busy from morning until evening. But, like I said, are you actually scaling chaos?
Today, I want to share with you a couple of concepts and ideas that can help you bring the focus to your business and ensure that you are not scaling chaos but scaling a growing, thriving business. Let me share with you a few things that you can do to ensure that you are scaling your business correctly. There are a number of components within a business that you need to ensure are working simultaneously and harmoniously to give you growth and also to provide you with the business that your organisation is looking for. So, let’s start with the first component.
1. Setting The Right Vision
The first component is setting the right vision within your business. That means ensuring that you align the values that you have in your business and the core focus of your business so that you know exactly what it is that you do and the reason why you do those things. It’s very important that when you are consolidating your business and starting to put a plan into place, you start with a clear vision and also a pathway or a roadmap of where you’re going.
You need to know: What is your 10-year plan? What is your 3-year plan?
Then, you can start working on your 1-year plan. In the 1-year plan, you break things down. If you can work in quarterly cycles or 90-day cycles, you can stay focused and achieve your targets and goals for that quarter, with that quarter then setting you up for the next quarter and onwards. So, that’s the first thing—getting very clear and understanding your vision.
2. Aligning Your Staff With Your Business
The second thing that you can do is to then align the staff within your business. This is the second component within a business. So, first up, align all of your staff with what your vision and core focus are, ensuring that your staff understand what it is that you do, why you do it, and that that is what their goals and intentions are. Your staff members are employed not only to earn a paycheque, but to have a personal vision and motivation to do what your business does. This means that when they show up to work every day, they are enthusiastic, they are motivated, they put everything in and give 110% in the business.
So, the second component is ensuring that you’re getting your people on track with where the company is, making them want to be part of your business. It’s most important. If you’ve got people that want to be part of the business and they’re excited, and that is their passion, then it’s not a job for them either. They’re going to come to work and they’re going to give everything. That’s obviously going to allow the business to scale and grow better because they’re going to share better ideas, they’re going to come with concepts and ideas that they may have had somewhere else or some that they’ve developed while working within the business. So, getting your People Component on track is the second important thing to do.
3. Setting Clear KPIs and Measurables
The third thing that you need to do, once you’ve got your vision, you understand what it is that you do, and you’ve got your people in place, is to set some clear KPIs and measurables for the company and then for each person within the company. The best way to do that is probably to house that on a scorecard. Develop a scorecard within the company that allows you to track what it is that needs to be done as well as who is responsible for those activities and those measurables. And then, let that trickle down the company.
So, you may have a major scorecard for the company, as a whole, and then have each individual person have some sort of KPI or a measurable that they are responsible for to ensure that you’re achieving the 90-day goals, the 12-month plan and allowing you to get to your big 10-year plan, if that’s the plan that you have.
4. Noting Down Your Issues
Once you have those scorecards in place, then, most businesses have issues that come up every single day. For example, a customer has an issue or you have an issue with a supplier delaying the delivery of a particular product. There’ll always be issues within the business. What you and your staff need to be doing on a daily basis is making notes of these issues so that when you have your weekly meetings or quarterly sessions, you can bring these issues out for discussion.
So, it’s important to note down the issues because if an issue does come up and you do not note it down, you might assume, “Ok, we’ll address this later.” But then, business happens, the day passes by, other issues come up and you might forget about that specific issue. Without noting that issue down and being able to address it when the time comes, that issue’s still going to remain there. The aim of making a note of those issues is to be able to come back, address those issues and then make them go away permanently so you don’t find that the same issue comes up again later on in another activity or on another day.
5. Documenting Your Processes
Once you’ve got those issues identified, then the next thing you should be able to do is document your processes. Create some clear and some core processes within your business. Having set up your staff along with the measurables that you need to be targeting and the issues that you need to be eliminating, you can then start creating and documenting the processes within your business.
When you bring on a new staff member, the time that it takes to train them up and get them to understand how the business operates and the related procedures can take time, but not as much with the right set of procedures in place. Your business’ procedures do not need to be lengthy standard operating procedures or thick manuals. Rather, they can be just as simple as, for example, 10 steps to do this task or 6 steps to be able to deal with a customer if a customer has a problem.
So, it’s about having some core processes clearly identified and then simplified by just noting down what the most important steps are to get those processes and activities completed. That way, like I said, if a new staff member comes on board, they can quickly and immediately fall into place, and if you’ve got staff members moving from department to department, it makes it easy for them to be able to transition into that department because the processes are not complex, there aren’t thick manuals to read, and the instructions are quite simple.
6. Creating Traction
And then, very lastly, what is called the sixth component, is the Traction Component. This component basically involves getting everybody in the business involved in bringing the vision down and executing on that vision on a daily basis.
With everyone already having their measurables, activities and targets set in place, ensuring that these are followed through and checked up on when you have your meetings and quarterly sessions is critical.
Another important thing is to set up your meetings to be productive so you don’t have these lengthy meetings where people are just arguing and fighting and nothing is getting achieved. You want to have a structure. You want to have an agenda to run your weekly, monthly and quarterly meetings. Having a set agenda that you follow means you are able to tick off items, complete tasks and eliminate issues that arise in the business.
When you put these six components that I have covered into practice within your business and you execute on these on a daily basis, you will stop scaling chaos, and rather, you will start scaling a thriving and productive business.
You will know that you’ve got the right people in place to help you scale and you will be tracking the right measurables in your business. So, stop scaling chaos and scale a profitable, thriving business.