We’re conducting a poll on LinkedIn, asking users what their company’s acceptable use policy is with respect to “Twitter”. Does your company:

• Encourage you to use Twitter?
• Tolerate it?
• Discourage its use?
• Forbid you to use it?

If respondents aren’t familiar with the phenomenon and/or they don’t care, they can click on “What’s ’Twitter’?” The results in this highly unscientific poll, to date, are:

• 50% - Encourage its use
• 19% - Tolerate it
• 26% - Forbid it

Three percent responded “What’s Twitter?”  Looks like two-thirds of this sample is already there or is close to getting there.   On the other hand, if we assign a value to each response, like so:

• Encourage = +2
• Tolerate = +1
• Twitter? = 0
• Discourage = -1
• Forbid = -2

The result is between zero and one, which gives us the impression that while this group of companies is aware of Twitter, they’re not ready to make a commitment, either.  They’re a little “lukewarm”.

As I said, this isn’t a scientific poll. LinkedIn doesn’t allow us to gather demographics, so we don’t know if the sample is all B2B, if the respondents are top management or rank-and-file, etc. Still, a dirty window is better than no window at all, isn’t it?

So, what about your company? Are you using Twitter? Do you have a company policy on the use of Twitter? Is Twitter better suited to B2C than B2B?  Take our poll and let us know where you stand.

Thank you.

As I mentioned in another recent post, I’ve begun using the “Polls” feature of LinkedIn to gather data, however unscientifically done, that might tell me what’s going on in the minds of the Websphere’s inhabitants. It seems people love to take polls, especially when their commitment is minimal. They not only get to express an opinion (sort of), but they also get to compare themselves with other “pollees” (looked up that last word — Merriam-Webster’s OK with it).

Many of us participate in opinion polls routinely. Polls give us validation, as well as a sense of belonging. We vote online for everything from “Who’s the most popular talk-show host?” to “What was the worst outfit at the Golden Globes?” to whether news sites should charge for their online content.

Companies shape their actions and their policies, in part, on what people say. If we’re good, we understand what our customers are saying and act accordingly; if we’re not, we come up with “new Coke”.

At Bizmanualz, we want to know your opinions. We want to know how you feel about certain issues such as policies and procedures, process improvement, lean thinking, quality, and tools and techniques associated with those concepts. My first LinkedIn question is “What’s Your Company’s ‘Acceptable Use Policy’ with respect to Twitter?

Another question I just posted is “What’s the PRIMARY Goal of Your Social Media Program?” Even if you don’t have a social media program, take the poll (we have a “don’t have one” response). Then, please come back to Bizmanualz and comment further on the question, the poll results, or about something in the realm of policies and procedures, quality, etc., that concerns you. Create your own poll on LinkedIn and share the link with us, or ask us a question and we’ll see about creating a poll for the community.

Thank you so much for your participation.  As always, best of luck.

You’re invited to join the Group on LinkedIn. Joining will allow you to find and contact other Bizmanualz Policies Procedures members on LinkedIn. The goals of this group are to help members:

• Reach other members of the Bizmanualz Policies Procedures Group;
• Start or participate in discussions on policies, processes, and procedures (for instance, you could ask members, “What’s your company’s policy on…?”);
• Accelerate careers/business through referrals from Bizmanualz Policies Procedures Group members; and
• Know more than a name – view rich professional profiles from fellow Bizmanualz Policies Procedures Group members.

Here’s the link to join: http://www.linkedin.com/e/gis/86367/4EC1947970BF

Hope to see you in the group soon.

— The Bizmanualz Policies Procedures Group Leader

You may have noticed that on some of our web pages, Bizmanualz is soliciting your feedback in “Talkback” dialog boxes. On our consulting pages, we invite you to share your “Toughest Process Challenges” and your “Training and Communicating Challenges“.

By prompting you with the right kinds of questions in the right places, we hope to gain a better understanding of your wants and needs and how we can help.  Your responses will help us update our web site so that it better addresses the issues and questions on your mind.

Some of your questions invite engagement — great!  That’s exactly what we’re looking for! We ask only that you limit yourself to one question per web page and give us your name and e-mail address so we can begin a dialogue.  That’s it! You can tell us what you think without leaving the page…even without scrolling.

To date, your input has been instructive and has helped us improve our site. Some of you have continued to correspond with us by e-mail; we plan to add more Talkback dialog boxes on more pages to serve you even better.

Here’s a list of talkback questions and links as of this week (we’ll update the blog with new Talkback links as we add them):

Consulting Services main page:
What is your toughest process challenge?

Procedure review page in the consulting section:
What is your primary documentation difficulty?

Process implementation page in the consulting section:
How do you train and communicate with your team?

Process optimization in the consulting section:
What is your toughest process challenge?

Thank you for sharing what’s on your mind with Bizmanualz.  For those of you who haven’t yet taken part, check out a recent Talkback inquiry on a process training question and our response, taken from case studies.  And, tell your friends and business associates about us!

We received an inquiry recently on our process implementation page, where we ask: ‘How do you train and communicate with your team?’ A reader from a large school district wrote in using one of our new ‘Talkback‘ links saying that their district is in the midst of many changes. The district faces many communications and training challenges, especially when introducing new information technology for employees. The reader went on to ask, ‘How do large companies communicate and prepare training for organizational change or implementation?’

Will Employees Skip Training When A Customer Calls?

Though a school district may be an extreme example, it shares practical challenges similar to many geographically dispersed organizations where employees work independently. Teachers may work at dozens of locations. Culturally, teachers work independently most of the time and are highly self-directed. Every teacher answers to many customers–classroom parents–to whom they must be responsive. Daily schedules are rigid, driven by the defined length and periods of the school day. Non-class in-service training and meeting time is scheduled long in advance.

Any organization with a distributed workforce that works directly with customers faces similar training challenges. Does your workforce travel? Do your employees manage customer relationships in the field? Would your field employees skip training if a customer calls? Think: field sales, field service, field engineering, route delivery. For many such organizations, in-person group training is probably not practical.

 If training Is Not Practical, What Do You Do?

But training is still essential. For example, your route sales and delivery professionals across the Americas require training on a new ordering system. As in the case of teachers in a school district, their workdays are prescribed by customer’s strict time constraints. Any time available for training needs to be measured in tens of minutes. Further complicating matters, every employee’s availability is different.  And by the nature of their work and work culture, they operate independently.

Clearly, building a training program based on inflexible, one-size-fits all classroom training isn’t going work. But self-paced user-driven independently administered training would work. So video content was developed in three to 10-minute bites that employees could access at any time. The information was organized so that students could approach the training either sequentially, or as needed during the day.  Materials and delivery were customized to work with the limited mobile bandwidth and small screens employees had.

A technology partner configured an on-line “campus” web site, complete with quizzes and completion-tracking built in so that the corporation knew who had been exposed to the material, and had demonstrated proficiency. Compliance metrics helped the company roll-out new features and capabilities at times when metrics indicted likely acceptance by workers.

Do You Have a Distributed Training Challenge?

If your corporation, school district or other organization employs independent workers and you are budgeting for a training solution, contact Bizmanualz for a demonstration. While the content can be custom-developed for your organization, you will benefit by sharing the on-line infrastructure, which today is hosting proprietary video training for several large, distributed organizations.

With an understanding of your needs, your content can be developed and hosted in an on-line campus customized for you. Just as Bizmanualz has the largest library of pre-written policies and procedures, we can provide an existing on-line campus so that you don’t have to re-create the wheel.

Call us at (314) 863-5079 x18, e-mail Sales@bizmanualz.com or use the ‘Talkback’ dialog on our Training and Roll-Out page.

Among the top ten reasons that managers give for why their company’s policies and procedures don’t work is that “Employees don’t use them.” When procedures aren’t used, you may wonder why you bothered writing them. Did you waste your time? When procedures are written but not used, lessons that have been learned are forgotten. Mistakes that were corrected on paper long ago are made over and over again. Continuous improvement gives way to continuing problems and waste.

Waste costs money.  Yet, when organizations don’t follow their own core procedures, it’s hard for them to know what works and what doesn’t, so improvement evades them. They risk quality problems and customer disappointment. Customers may defect to competitors. Revenue may suffer.

When even core procedures are not used, you risk not complying with health, safety, and environmental regulations. That can endanger employees and gain unfavorable notice from auditors and regulators, further distracting you from using best practices and making continuous improvements.

Why aren’t your policies and procedures used?

When we hear employees say that procedures are getting in their way rather than helping, we usually find that procedures are too numerous, too long, poorly written, hard to follow, and/or hopelessly complex.  Writing and development problems are the chief reason that policies and procedures suffer such deficiencies. (See our web site for several articles explaining how to avoid and overcome procedure writing and development problems.)

How Bizmanualz Estimates Your Policies and Procedures Project

When companies come to Bizmanualz with poorly written policies and procedures, we typically recommend reducing and simplifying what they have today. Typically, we can cut from 30% to 60% of their documentation load, reducing the cost and complexity which at the same time lessens employees’ objections.

We can recommend an approach for your policies and procedures improvement project based on your answers to the following questions:

• How many procedures do you have today within the scope of the improvement project?
• Send us two or three sample procedures in MS WORD or PDF format. Let us know what format you want for the final procedures.
• What industry are you in?
• List the countries in which the procedures will be used. List each of the languages into which the procedures need to be translated (if any).
• Who is the lead regulator for your industry in each of the countries where the procedures will be used? Provide a link to the regulator’s web site and on-line regulations if available. List any other regulators that are likely to review or audit your procedures.
• Mention any quality standards that you are using or plan to use within 24 months.

Pictures and Graphics Help Bridge Cultural Gaps

If the procedures will be used in more than one country, we typically recommend replacing text with graphics, illustrations and pictures. Graphics are interpreted more consistently across cultures, which drives uniform interpretation and more consistent usage of procedures.

Page for page, graphics are more expensive to produce than written material. But a single graphic may eliminate a lot of pages of written material, mitigating the cost of development.  Most companies consider investment in graphics worth-while because:

• Procedures are used more consistently
• Compliance improves
• Injuries and work disruptions decrease.

Your Budget Considerations:

If Your Budget is Less than $10,000 US:

At budget levels less than $10,000 US, we would typically recommend training for your in-house procedure-writers on how to write more effective procedures. The training is similar to our Well-Defined Processes training, but emphasizes authoring procedures. After the training, your in-house team rather than Bizmanualz would apply the principles and update your procedures. Depending on the experience level of your procedure-writing team, more than one training event may be required.

If Your Budget is $10,000 to $30,000:

At budget levels above $10,000, Bizmanualz relieves your team from the production responsibilities, and provides the man-hours and expertise to update your procedures more quickly than most companies can train and do it on their own. At budget levels in this range, Bizmanualz:

• Evaluates the content and format of each of your existing procedures within the scope of the project
• Provides you with our written critique
• Provides a visual storyboard outlining the specific changes
• Drafts the procedures for your review
• Completes the graphics and reviews them with you
• Provides one revision to text and graphics, incorporates your comments
• Completes and delivers the procedures.

Projects above $30,000 are larger projects in scope; they might require deployment in more than one location, translation, optimization, or a lot of information graphics.

Larger projects may include procedure implementation of your procedures with your employees to make sure that they perceive value and use the procedures.  This may include additional buy-in training for your in-house procedures team on how to build and maintain support for your policies and procedures project.  You may need other communications tools such as job aids or videos that are not strictly considered procedures, but which nonetheless help workers apply the procedures consistently.   Process procedures optimization may require implementing lean, ISO or quality systems.

You can control the scope and budget of your project by:

• Controlling the number of procedures
• Working in phases, and reducing the scope of the current phase.
• Creating fewer language translations and limiting the number of geographies where the new procedures will be used.
• Using fewer graphics and more text.

If you would like Bizmanualz to estimate your policies and procedures project, please send us the information listed above under ‘How we Estimate Your Policies and Procedures Project.’ Don’t forget to send us samples of your current procedures. We will recommend an improvement approach that will increase compliance, safety and communication.

Contact: Dan Davison, Dan@bizmanualz.com, tel. (314) 863-5079 x23, Bizmanualz, Inc.

What would you do if you were set in the middle of the Pacific, on a raft, with no provisions, no motor or oars, no navigational aids, and no way to contact the rest of the world?  It’s just you, the boat, and the unending blue above and below.

If you’ve ever been assigned the unenviable task of writing policies and procedures, maybe you can imagine better than your fellow workers what being cast adrift is like.  How many of you were given an office in a remote part of the building (think Milton in “Office Space”), ostensibly to keep the disruption to a minimum, and instructed to develop a set of policies and procedures for accounting, or IT, or (gasp!) the entire company?

And when they eventually pulled the plug on the project, did you feel relief that the misadventure was finally over?  That is, were you rescued, or were you left adrift, watching the circle of sharks — blame, recrimination, etc. — tighten around your little blow-up craft?

Did you feel this harrowing experience could have been avoided, or perhaps produced the desired results, if only someone had given you the tools, resources, direction, and – most of all – the guidance and support of top management before you spent the last six months marooned with Gilligan and the Skipper?

That’s exactly where our Chris Anderson is going with this month’s series of articles on the Process-Procedure Journey.  If you’ve already been to the first article, you’ll remember Chris’s description and map of the Process-Procedures Journey. I’ve reproduced the process map with one minor alteration.

Even a simple map like this might be a huge improvement over your current procedure development process.  Well, guess what?  We don’t even get this much in all but a few isolated circumstances.  (And to the lucky few who’ve gotten what they needed, please tell us what was it like.)

Like a castaway on the raft, it often seems as though we’ve been dropped into the middle of the sea without a sense of where we came from, where we’re going, or how we’re going to survive the journey, let alone get to our destination, wherever that might be.  Too often, we start our journey somewhere in the middle (Template Design or Procedure Writing) instead of at the appropriate starting point (Project Management).

For direction, advice, and tips on how to make your journey a successful one, keep on reading (or start reading) this month’s articles.  If you’d like more in-depth assistance – something tailored to your unique circumstances – please contact us or visit our web site.

Best of luck to all of you.  Smooth sailing!

More than one son or daughter of a company founder has been coaxed into the family business in the years before dad’s retirement. Dad wants to back away from the business. “Planning for a graceful exit”, he says. “And”, he continues, “You are the heir to the company business.” Dad says that he realizes that it will take some time to transition out and transition you in.

From your corporate experience, you will bring new ideas to the family business like concepts about intellectual property and compliance. In the corporate world, key inventions, know-how, customer lists, and the like are documented, managed within information systems, and counted as assets.

Similarly, those corporations mitigated risk through auditing to compliance standards and then sustaining compliance through development of clearly written procedure manuals. Documentation was coupled with staff training which reinforced comliance with the procedures. At the corporation, decisions were arrived at in working groups, with key functions in the company agreeing on how they would support a change. New technology? Has Engineering approved the design? Has Legal protected the intellectual property? Has Marketing positioned the change in the marketplace. Has Sales introduced the concept to key customers and provided them with a beta product to evaluate? Eventually, change was adopted and enforced by the chain of command.

Arriving at the family business, you may find a troubling lack of documentation of core know-how, and a lack of internal controls and cross-checks you were accustomed to in a public company, at least since passage of the Sarbanes-Oxley Act (SOX) law. But when you bring up lax controls with your father, he may shrug it off. You start to realize that he is the center of everything at the company. The company was built on his great invention and know-how. He personally manages all the key accounts. He watches over the books and bank balances.  He is the company’s knowledge management system. When he does delegate, it is usually to loyal, trusted staff, whom also are approaching retirement. It begins to dawn on you that your presence may be the first tangible sign of “succession planning” within the family business.

You begin to realize that the company is designed around your father. Separating the business knowledge from your father will be something like surgery. Is he even sincere about backing off? And if he is, you’re not sure that filling his central role is what’s best for the future of the company.

So you’re left with this realization: How do you capture the business processes, policies, and procedures from your father. And how do you do so without draining the personality out of the business?

Sell Progress as a Retirement Plan for Dad

So if you’re that son or daughter stepping into the family business, you probably realize by now that if you want the business to grow profitably and continue as a leader in its markets after dad leaves, he can’t remain the personification of all company know-how, relationships and control. He has to gradually entrust the essence of his company to your efforts to document policies, procedures, systems and controls. And your job, as it’s shaping up, is like a cruise director that can organize all the right get-togethers, but can’t make anyone come to them.

Deep down, you know this. Trying to fill your dad’s shoes is not the way to go. And you couldn’t do it anyway, because you’re not your dad and not one of the employees would pretend that you were.

But first things first. You sense that your first customer for this change is your dad and other family currently with hands-on control of the closely held business. You’re going to have to sell it to them on the idea of replacing personalities with process.

So, how do you sell something to your father that he never embraced? And why would employees accept any policy or process so long as your dad is still there at the center of everything? They can always just ask him, right?

There is no easy answer to this. Clearly it’s a journey of small steps for everyone. Your job will be twofold: helping employees develop and adopt policies, processes and controls that will govern their work lives; and coaxing your dad to encourage decisions to be made by consulting policies instead of him. Work with employees to develop policies and controls and they will support them. Then work with your dad to accept policies, procedures and controls as codification of his way of doing things that have made the company successful.

This is the hard work of business succession planning. You face the task of transplanting your dad’s way of doing things into the people and processes of the company. Bit by bit, the man can be separated from the company, and the company will continue to function successfully.

What Business Buyers Are Looking For

Buyers will look to see if the founder is separable from the business. Replacing the key man with policies, procedures and systems transforms the company in the eyes of potential buyers into an asset that can sustain and grow without the founder. Will sales dry up or key know-how vanish when the founder clears out of the corner office? If they will, the company can’t compete in the buyer’s mind with other buying opportunities where the intangible assets of the company have been corporatized into the documentation, policies, procedures and systems of a company.

How will buyers know? In their due diligence, buyers will look to see if the company has up-to-date procedure manuals. They will look at HR and accounting compliance and evaluate the company’s vulnerability to legal trouble should allegations of harassment, fraud or abuse arise. What is the risk that management attention and capital will be tied up in law suits, allowing competitors to pull ahead? Buyers will talk to employees and observe how decisions are made. They will observe the operation and size up the viability of the company without the founder.

Your Leadership Style Should Build on Your Strengths

If our Baby-Boomer parents counted on hard work to get ahead, we Millennials have learned that they also have to work smarter. They have learned that they don’t have to make all the decisions. Millenials built careers on the leverage of teams, systems and controls, and relied less on a personal hard-driving style like their parents did. As the next in line, your leadership style nurtures continuous improvement: You expect those closest to the work to make decisions and act on them. You have more patience for mistakes than inaction or constant checking-in with the boss. Examine your leadership style, and how you lead differently than your dad. Work to your strengths.

The Management Layer - a Mirror for Dad’s Management Style

Of course leading a transition will take some time. Will you have enough? As if you were a buyer sizing up the compnay, you should also size up the risk of challenge.

One indicator of how serious dad is about ceding management of the company, is the approach taken by his management staff in place today. They have had many years to develop patterns of work and action in response to your dad’s leadership style. Is the management independent-minded? Are they making real decisions, and acting on them? Or do they complain and shrug their shoulders about what they would like to do, but cite dad’s lack of support. Do they get in line with dad as quickly as possible?

Is the management staff fundamentally weak and simply implementing whatever dad wants, or is the management commitment there for it to work? Are they proactive and focused on meaningful change? Does every decision have to go through dad, or are there policies and procedures in place to govern decision making? In short, do managers manage or do they react to dad?

So above, in broad terms, we have laid out the challenge — can you perform the transplant surgery without cutting out the heart of the business? But we have not gotten into specifics about what you do in HR, what you do in accounting, in procurement, sales, marketing, etc. Describing development of policies and procedures in each function of the business will be addressed in a series of future articles, one per function.

Jerry Sweas contributed to this article jerry.sweas@comcast.net.

What’s in most organizations’ quality tool boxes?  Ask a quality manager and they will cite you a host of examples, such as:

• Affinity diagrams
• The balanced scorecard
• Control charts
• Ishikawa, or fishbone, diagrams
• Flowcharts
• Regression analysis
• Workflow diagrams
• House of Quality

If you ask 100 quality managers, “Which tool is most important?”, you’re liable to get considerably more than 100 answers.  A sizable percentage will probably say, “It depends”, and if you were to limit the discussion to quality tools like the ones above, that might be true.  How many quality managers do you suppose would cite “the ability to communicate” as the single most important tool?

“What we got here is…failure to communicate.”
(Captain, Road Prison 36, “Cool Hand Luke”)

Think about it.  When projects don’t work, everyone has his or her theories and opinions, most of them outwardly directed.  “They did this”, or “they didn’t do that”, or “somebody dropped the ball.”

However, if they all got together to conduct a root cause analysis, they might come to the realization that theirs was a collective failure.  Maybe they didn’t speak up, and maybe they spoke too much.  They definitely didn’t listen — 98% of communicating is listening.

They didn’t take the time to verify that everyone understood everyone else, that they were all in agreement, and that the project couldn’t go forward if they weren’t.  Effective communication is an integral part of any project’s fabric.  Of all the tools you could use to plan, develop, test, and implement a project, communication is the one tool you have to have in your toolbox, and you don’t want to keep it in the box.  You have to have it out, and you have to be using it constantly.  Other tools have their place in a project but communication’s place is every place and every moment.

When projects work, it is because communication is effective, and communication is effective when it is in continuous use.  Communication is unlike any other business tool — it won’t wear out with use.  It only gets better!  And, by communicating effectively — and continuously — you will find your projects will get better, too.

Recently, the Bizmanualz sales team used a “swim lane” map to agree on the use and timing of its new sales tools.  Before that, though, we collected all of our sales presentations, product descriptions, proposals, and contracts and used them to update our sales implementation binder.  We not only created this physical “home” for the information but we duplicated it on our network.  This binder was designed to help us standardize how we talk about our services.

Even with the sales tools collected and standardized in this way, we were getting more variance than we were willing to accept in terms of the length of the sales process, final configuration of the service, and the customer’s expectations.

Looking for root causes, we determined that the sales tools we had created were being deployed at different stages in the sales process by different people.  Though we had information on when was the best time to use each tool — for example, we knew it was counterproductive to send a written proposal before confirming a shared understanding with the prospective customer, and we’d developed one-page illustrations and short slide decks to help with that – the issue of correct timing had not been adequately communicated to everyone.

Bizmanualz’ sales team worked together on this swim lane map to arrive at a consensus on when to deploy proposals and other sales tools (click graphic to enlarge).

Timing is Everything

We had not clarified when to use each tool, so in practice our sales process had not been fully implemented.  Getting the sales team in on creation of a swim lane map helped us hash out the best timing and implementation of each tool. We agreed that implementation would be based on customer behaviors that we could observe and document.

Our swim lane map shows us establishing a shared understanding with the customer using a visual presentation, and also gaining acceptance to configuration and price. Only then do we propose terms and conditions.  Has a shared understanding been established? What have we observed that confirms our perception? Have we received a written correspondence? Yes: issue proposal.

By mapping it out, we could visualize the implications of using the wrong tool at the wrong time. We could see that offering a formal proposal too early could throw us into a loop of confusion, delays, and revisions. By confirming expectations one step at a time, we could literally see on the map that we would be driving up customer satisfaction, one of the key metrics we use to run the company.