Two business owners discuss why service companies fail when they rely on one person's knowledge instead of writing things down. They cover process mapping, knowledge transfer, and how gaps in documentation cost you money when someone leaves or gets sick.
Was there a moment where you were like, oh, I should really, like, standardize this, and I should really, like, put it in writing so everyone else understands it.
And that's what led into the building of the procedures. You know, there was all this stuff in my head, but the manager didn't know how to do it. And once we had that process mapped, then others could come in and see. I'm like, hey, look, you know, when you miss this step in the process, we don't get the right sales information. Look at how many things downstream from here could be negatively impacted by. By our service delivery or getting this job done efficiently. And that has proved true today, especially in service operations. You know, when you start process mapping things like that, it really exposes where their opportunities are, but also what procedures do I really need to get documented? That's when it became very apparent to me that I needed to get what was in my head, out of my head and on paper. Because what if something happened to me or what if I wasn't there? Who would step in and know what those steps would be?