THE SYSTEM FLIGHT KIT

Transcription

1 THE SYSTEM FLIGHT KIT everything you need to create effective systems Jenny Shih PAGE a jennyshih.com

2 INTRODUCTION I wrote this for you, the creative entrepreneur full of ideas and overwhelmed by your business. I wrote it because I know you have something HUGE to share with the world, and I don t want you to feel weighted down by inefficiencies that prevent you from working your magic. This guide will lead you through a step-by-step process of creating systems to simplify the daily operations of your business. You can use the process over and over to streamline your entire business. The more you simplify your business s operations, the more time you can spend doing work you love. PAGE i Each chapter includes action steps to help you move through the process. I ve also included an estimated time to complete each action step. These are to help you move through the whole book without feeling overwhelmed. One page at a time, one step at a time, you can do this.

3 TABLE OF CONTENTS 1 Step 1: Initiation 7 Step 2: System Check 10 Step 3: Diagnostic Testing 12 Step 4: Maintenance 18 Step 5: Test Flight 20 Step 6: Soar 22 Step 7: Regular Maintenance 23 Step 8: Celebrate 24 About Jenny Shih 25 Copyright PAGE ii

4 STEP ONE: INITIATON If your business has some room for improvement when it comes to systems and you picked up this guide to help you make some changes, you ve started down the right path. Acknowledging that something needs to shift and being willing to work toward making a change is where we start! Let s first talk about what a system is before we dive into how to create an effective one for your business. WHAT IS A SYSTEM? Wikipedia defines a system this way: A system is a set of interacting or interdependent components forming an integrated whole. Your business is one big system. Your business is also made up of many smaller systems, such as your financial system, client system, social media system, etc. Let s break this down further. Your financial system is also made up of systems, including things like your bookkeeping, banking, taxes, and accounts receivable. Your bookkeeping on its own is a system; so is your banking, taxes, accounts receivable, and everything else related to your finances. See the diagram on the next page as an example of how the systems in your business are related to one another. PAGE 1

5 STEP ONE: INITIATION BUSINESS SYSTEM OVERVIEW This is your entire business. It is one big system. It is comprised of many smaller systems, which are each comprised of even smaller systems. YOUR BUSINESS YOUR SOCIAL MEDIA SYSTEM Twitter daily check Facebook daily check advance posting YOUR FINANCIAL SYSTEM bookkeeping system receipts system tax return system YOUR CLIENT SYSTEM billing scheduling contracts LinkedIn profile weekly blog Google Plus finding followers ANOTHER BUSINESS SYSTEM system component system component bill paying system ANOTHER BUSINESS SYSTEM system component system component invoicing system ANOTHER BUSINESS SYSTEM system component system component system component sometimes system components are interrelated to another system, like the invoicing system listed above system component system component system component system component system component system component PAGE 2

6 STEP ONE: INITIATION IDENTIFYING YOUR SYSTEMS Here are some examples of the different systems you may have in your business. client/customer systems: accepting new clients customer returns order fulfillment customer service appointment scheduling team management systems: delegating to your assistant performance reviews employee feedback web-related systems: website updates marketing social media blog newsletter administration: calendar/scheduling task or project prioritization financial systems: bookkeeping accounts payable accounts receivable tax filing payroll regular financial reviews PAGE 3

7 STEP ONE: INITIATION 10-MINUTE TASK ACTION STEP #1 Example: social media system Twitter, Facebook, google plus, LinkedIn, monthly post scheduling, daily Twitter checks, twicedaily Facebook checks, following new people, friending new people PAGE 4 List all of the main systems in your business along with their subsystems. Use more pages if you need them.

8 STEP ONE: INITIATION EFFECTIVE SYSTEMS Just having and identifying a system isn t enough to make one work well in your business. You may have all of the financial components listed above yet simultaneously believe, I don t have a system for my finances. A more accurate way of putting that would be I don t have an effective system for my finances. It s time to clarify what makes a system effective. Here are some common traits of ineffective systems. They are done differently from one time to the next. They lack a clear owner. They have inconsistent results. They don t have a clear starting or ending point. They cause hassles, confusion, or frustration for anyone involved. They take more work than your gut tells you is necessary. Here are some examples of effective systems that you ve likely encountered. Checkout process at your favorite grocery store. Merchandise return at Target. Client appointment scheduling at a well-established doctor s office. Janitorial services at a large corporation. Here are some common traits of effective systems. The system, its parts, and its results, are predictable, repeatable, and consistent. Everyone involved has a clearly-defined role and knows what it is. Problems are quickly mitigated or resolved and have little or no impact on the end result. The components can be easily delegated. (This is something most people don t realize. When you have a solid system in place, you can easily delegate the repetitive tasks, allowing you to stick to your genius work.) PAGE 5 In short, It works.

9 STEP ONE: INITIATION 10-MINUTE TASK ACTION STEP #2 You can list an entire system (such as your financial system) or you can just include a subsystem like bookkeeping. Review your systems list from earlier in Step 1. In the space below, list the systems in your business that are ineffective. Now, choose one of your ineffective systems to improve using the steps outlined in the remainder of this book. You can choose an area that has the most problems or feels like an easy win; either is fine. After you create one effective system, you can work through the process a second time with another area of your business. PAGE 6 The system I want to work on is:

10 STEP TWO: SYSTEM CHECK IN THIS STEP, YOU ARE GOING TO LIST HOW THINGS ACTUALLY HAPPEN, CHAOS AND ALL, IN YOUR CHOSEN SYSTEM. To walk you through it, I m going to use the example of bringing in a new client. On the following page, you will see a written thought process of how this hypothetical system works, problems and all. You will also notice that it s disorganized and shows ideas or problems that randomly pop up. The point here is to capture the system s components and their relationships to one another as well as problems that arise. PAGE 7

11 STEP TWO: SYSTEM CHECK NEW CLIENT PROCESS (AN EXAMPLE) prospect finds me by my website contacts me through contact form sometimes they me directly assistant s me to set up appointment back and forth to set up time assistant s me client info, I put it in my calendar except sometimes my assistant doesn t know I have a conflict so we have to go around again I call client at appointed time: We talk about rates, how I work, contract, etc. If they sign up, I assistant with info assistant gets client on books, sends bill, pre-work and contract I meet with client for first appointment but I don t always get pre-work in time, because they send it to my assistant, not me PAGE 8 BUT... sometimes the payment isn t done before appointment... I don t always have address and contact info from my assistant to put in my calendar... some clients don t need contract but get it anyway

12 STEP TWO: SYSTEM CHECK 30-MINUTE TASK ACTION STEP #3 On a blank piece of paper, map out how your system (from Step 1) currently looks. Your system may be more or less organized than the example on the previous page. MAKE SURE THAT YOU INCLUDE ALL OF THE DETAILS......even things that are only done occasionally or in certain situations. It may be big, ugly, complicated, and require multiple pieces of paper--that s okay. Your task here is to make sure that everything is captured. Take your time in writing it all down. Talking it through out loud often helps. After you write everything down, read it over. See if you forgot something; if you did, add it in. The more complete you can make it now, the easier it will be to create an effective system using this book. Once you ve completed this step, take a brain break. It s likely you ll need it. This system stuff can be hard work. Go make yourself a cup of tea or a superhero smoothie. Come back to this when you feel ready. PAGE 9

13 STEP THREE: DIAGNOSTIC TESTING IT S TIME TO PERFORM SOME DIAGNOSTIC TESTING. YOU WANT TO KNOW EXACTLY WHAT AREAS IN THIS SYSTEM AREN T WORKING BEFORE YOU DIVE IN AND DO MAINTENANCE. Here s how to run a diagnostic test on your system. Ask yourself, Does/Is this step, task, or aspect of the system... often done differently from one time to the next? lack a clearly-defined owner? have inconsistent results? leave someone hanging with questions or uncertainty? This can be you, your staff, a contractor, a vendor, a client, a customer, or a prospect. lack a clear subsequent step or next action? seems to take longer than you think it should? not have a clear starting point or starting time? not have a clear ending point or ending time? an area where you or your team wing it? cause confusion, frustration, or angst for anyone involved? If you answered YES to any of the above questions as it relates to any single component in your system, you have identified an area that needs some attention. You may also know that a component in your system is ineffective for reasons other than those listed above. PAGE 10

14 STEP THREE: DIAGNOSTIC TESTING 15-MINUTE TASK ACTION STEP #4 Using the questions on the previous page, walk through your system and highlight the areas where there are problems. Be specific if you can. Yes, your whole system may end up highlighted. That s okay. PAGE 11

15 STEP FOUR: MAINTENANCE IT S NOW TIME TO FIX WHAT S BROKEN AND MAKE YOUR SYSTEM RUN LIKE IT S MEANT TO. In this step, your hands are going to get dirty and oil may drip on your brow, and in the end, your plane is going to fly safely and reliably and get you where you want to go. In performing maintenance, you will need to keep your eyes on two things simultaneously: the big picture of this area in your business and the nitty-gritty details of how it all fits together. I will walk you through this, step-by-step. You re doing great work. Keep it up. PAGE 12

16 STEP FOUR: MAINTENANCE 30-MINUTE TASK ACTION STEP #5 START AT THE BEGINNING Look at the first step in your system. Is that where you should be starting or should you be starting somewhere else? Is the starting point a component you identified as one that has a problem? Address the first step first. How should this system work? What would make subsequent components work more smoothly? Define a new starting point if you need to. Once you ve done that, continue to walk yourself through the entire system. When you hit a component that has a problem, ask yourself the following questions. What would make that component better or function more smoothly? How should it work? How do I want it to work? What would make it operate most smoothly? How does that impact other components, and what adjustments do I need to make? In this section, you are going to walk from beginning to end, adjusting your system as you go through it. Your goal is to eliminate areas of confusion, hassle, question, problem, or inefficiency. Be patient with yourself. This isn t easy, but the results will save you time and headaches in the long run. Once you nail this first system, improving future systems will be easier. PAGE 13 Remember to breathe as you do walk through this. Stress and fear cause us to hold our breath, meaning less oxygen reaches to our brains. Less oxygen makes it harder to think, which is also stressful. More stress means even less oxygen reaches our brains, making it harder to think... You get the idea. Breathe. Take your time. You can do this.

17 STEP FOUR: MAINTENANCE 30-MINUTE TASK ACTION STEP #6 CIRCLE BACK AROUND Now that you ve walked through the entire system and fixed the broken components, you are going to read through your new system and make sure it works like you want it to. Talk it through out loud. Imagine you and your team are using this system. Ask yourself the following questions. Did I forget something? Do I see any potential problems? Does anything need to change? Do I think it will work? Make adjustments to your system based on your findings. Don t skip this step. Every time I work one-on-one with an entrepreneur to help them create an effective system for their business, we have to circle through the new system a handful of times before it appears seamless. What looks perfect on the first run through rarely proves error-free when we complete a second review. PAGE 14

18 STEP FOUR: MAINTENANCE 30-MINUTE TASK ACTION STEP #7 RUN THROUGH THE ENTIRE SYSTEM The third step in this process is to run through the entire system again. Yes, again. Please let me take you all the way through this process--you re close. Talk through your system, step by step. Find the problems. Adjust them. You will know you re done when you can walk through the system and not see anything that needs adjusting. This may take one more run-through or it may take ten. Once you ve circled through your system and see nothing that needs an adjustment, you can stop and move on to the next part. On the following page, you will see an example of how an improved system may look for the theoretical example shared earlier. It s important to note that one person s effective system could be a nightmare for someone else. Systems are very personal and need to be created based on how you and your business like to operate. PAGE 15

19 STEP FOUR: MAINTENANCE NEW CLIENT PROCESS (REVISED) prospect finds me by my website OR uses or contact form to ask a question about working with me uses online scheduler to book consult I reply and direct them to my online scheduler online scheduler captures contact info and puts appointment in my calendar I call client at appointed time we talk about rates, how I work, contract, etc. I call client at appointed time: We talk about rates, how I work, contract, etc. after consult, I client with contract, pre-work, scheduler link, payment link I meet with client for first appointment PAGE 16 MONTHLY... open up times in my calendar for appointments... assistant updates online scheduler... if my schedule changes, I update online scheduler or my assistant does (if I ask her to)

20 STEP FOUR: MAINTENANCE YOUR TASK ACTION STEP #8 YOU RE ALMOST THERE. Now that you ve created a system that seems like it will work effectively and efficiently, you likely have several tasks that need to be completed before you can use it. Here are some questions to consider before you put it to use. Have I told the others involved in this system what the new process is? Do they know their new role? Is everyone on board who needs to be on board? Does my team buy in to the new plan? Do I need to first implement or purchase anything, such as new software or hardware, before I can use my new system? Is there anything that needs to be created, like a reference document, template, or online form? Based on the questions above, make a to-do list. Now, DO each one of the things on the list before you fully implement your new system. However you manage and track your projects and tasks, take time right now to add these to-dos to that list. Once all of the specific supporting details are in place, you re ready to take your test flight (Step 5). PAGE 17

21 STEP FIVE: TEST FLIGHT LOOK AT YOUR IMPROVED SYSTEM FROM STEP FOUR. SMILE. (NICE WORK.) You ve cleaned up your system. You ve fixed what was broken. You completed your to-dos. Now it s time for a test flight. This part s pretty simple. You re going to USE IT. I ve captured some things for you to think about in the action step (see the next page for details). PAGE 18

22 STEP FIVE: TEST FLIGHT YOUR TASK ACTION STEP #9 PUT YOUR NEW SYSTEM TO THE TEST As you go through your system, take notes. Ask yourself the following questions. Did this work like I expected? Did I run into a problem? Is there a better way this could be done? If there are things that need to change, circle back to Step 4 and make the necessary changes to your system. Then test it again. Your goal here is to fine-tune your system until it works seamlessly for everyone involved. When your system is effective, minimal problems pop up (preferably none, but I like to be realistic), problems have been anticipated, and everyone knows their role. In effect, everything hums. PAGE 19

23 STEP SIX: SOAR THERE S ONE MORE STEP REMAINING. YOU RE ALMOST THERE. You need to document your process. By now you have lots of paper with scribbles and notes and ideas and check marks and to-dos that are done, but it s probably not organized or legible, or easily delegated to someone else. Documenting your process makes it easier to follow and share with others. Once you document it, you ll also see how this new system may easily translate to another area of your business. PAGE 20

24 STEP FIVE: TEST FLIGHT 30-MINUTE TASK ACTION STEP #9 DOCUMENT YOUR SYSTEM. Type it out. Make all of the steps very clear. I like to use Google Docs to capture my systems because they are then easy to share with my assistant and with my clients. You can use Google Docs, Basecamp, Microsoft Word, or anything else that works for you, your business, and your system. But it s not official until it s documented. Do this now. (Yes, I m putting my bossy pants on.) PAGE 21

25 STEP SEVEN: REGULAR MAINTENANCE EVERY SYSTEM HAS A LIMITED LIFESPAN. Just like a plane can t fly forever without occasional maintenance and upkeep, your system will need maintenance and fine-tuning. When you realize that what you ve created is no longer working as well as it once did, it s time to jump back to Step 2 or 3 and reevaluate your system. As you and your business change, so will your systems. It s a natural part of the process. Now that you ve done it once, you can do it again. You ve got this. PAGE 22

26 STEP EIGHT: CELEBRATE YOU VE MADE IT. YOU CREATED A TRUSTWORTHY, SOLID SYSTEM FOR YOUR BUSINESS. Wooo-hooooo!!! You re on track to systematizing your business, and your team and your clients and customers will appreciate it. Now it s time to celebrate. Seriously, celebrate. This is a big deal. Post a celebration on my Facebook page so I can high five you. I want to hear all about it. (Really, I do.) If you re game and love the results, go back through this book and pick another area of your business to systemize. You can go back again and again until your entire business is humming. PAGE 23

27 ABOUT JENNY SHIH HI, I M JENNY SHIH, AN UNCOMPROMISING BUSINESS COACH WHO BELIEVES IT S ALL POSSIBLE. YOU CAN MAKE MONEY DOING WORK YOU LOVE WHILE ALSO LIVING A LIFE YOU LOVE. My clients are smart, motivated, and driven entrepreneurs who are fiercely committed to their own success and determined to make their business work. connect with me Me? I m a 50% left-brain and 50% right-brain INTJ, and I use all of my superpowers in everything I do. That means I know how to help you create a thriving business that doesn t require you to work long hours or sacrifice your life to make it happen. Instead, your business will support you and your lifestyle, however you want them to be. I take your big, world-changing ideas and use my project management skills, business and marketing know-how, love of strategy, hunger for efficiency, and comprehensive understanding of what makes people tick to help you create a business that s successful, profitable, and wildly fulfilling. I work with entrepreneurs who are just starting out and need a clear plan of action to get their business online and making money. I also work with experienced entrepreneurs who have been in business for awhile and are ready to step up their game and hit six figures. They re looking for the strategy, systems, and know-how to reach this next level in their business. I am fiercely committed to helping entrepreneurs realize that business doesn t have to be so hard. With my practical tips, step-by-step action plans, and straight talk, I love helping people like you build businesses they love that support lives the love. PAGE 24 You can do it. I can help. Learn more at JennyShih.com.

28 Designed, edited, and produced by Jenny Shih, LLC. Limits of Liability/Disclaimer of Warranty: Jenny Shih has prepared this PDF to the best of her abilities. However, she makes no representation or warranties as to the accuracy, applicability, or completeness of this book. Jenny Shih disclaims any warranties (expressed or implied), merchantability, or appropriateness for a specific purpose. Jenny Shih, under no circumstances, shall be held liable for any loss or other damages of any kind. As always, please seek the advice of a competent legal, tax, accounting, medical, or other professional. Jenny Shih does not warrant the performance, effectiveness or applicability of any sites or resources listed in this PDF. All links are for informational purposes only and are not warranted for content, accuracy or any other implied or explicit purpose. This manual contains material protected under International and Federal Copyright Laws and Treaties. Any unauthorized reprint or use of this material is prohibited. PAGE 25 Copyright: is , Jenny Shih, LLC. All Rights Reserved.