How To Grow Your Business To Any Size With Processes

In this article, you will find out how to turn everything in your company into a process, and why you should do so.

Any company, any business, is a set of processes. For example, in sales you have the process of generating leads, the process of calling the leads, the process of closing the sales, getting the contract done, sending the briefing, and getting the payment. Everything is a set of processes, and if you can write it down, if you can systemize everything on paper, or in video, then your company is reduced to a set of processes.

Some benefits to this, is if you put everything in documentation, and into processes, then you can scale your company more easily. If you hire someone new, you can give them the documentation, the videos, the writings of what you need them to do. They can just read it, and go through it – you don’t have to train them as much (you won’t have to spend 3-6 months training them). You’ll only have to spend three weeks training them, and this makes a huge difference.

Also, if someone in your company knows something that you don’t, and they have it written down, they can’t take your company hostage (they can’t be what is called a black box in your company), and be doing stuff which no one else understands. You don’t want to be in that position, where you’re completely committed to them being in your company. You want to be in the position, where you can replace anyone in your company, including yourself.

It may sound a little bit cruel, but you have to think about it, if you run a ten million dollar company, which supports 50 families through paying them, and one guy who’s a key member of the business, just dies in a car accident, and no one has a clue has clue what he was doing, or how he was doing it – then your company is in big trouble. Your company will lose revenue, business, and you’ll have to fire people. You want to have systems, and have everything written down to avoid this scenario.

Another benefit, is that it becomes completely scalable. You can recruit people really really fast, you can even start a sister company, and just give some of your employees all the systems, and send them off to a different city, to a different country, and just say repeat the process, because they know the company culture, they know the systems. All they have to do, is reproduce everything they’ve been doing in your company, and all the systems, in a different country, or in a different city, and most likely if it works here, it will work there. They may have to edit, and tweak some things, but most likely it’ll work.

You also want to be in the situation within your company, where you have all these systems, and you can do the one thing which you’re good at, which is most likely sales since you’re the founder of the company. You’ll funnel these sales into your little factory (that’s what I call it). It’s basically a set of processes to produce a set of services, you can just focus on the one thing, which is sales, and not really have to worry about something breaking, because if it breaks, just check with your employees if they’re following the process, and they can get back on track if they aren’t.

As long as you manage them a little bit as well, they should stay on track. You can scale this up, and I’ve seen this work up to eight figures, nine figures, or even bigger.

Of course, the more you scale it, the more this becomes relevant – I’ve never seen a company which has eight figures, and not put everything into a set of processes.

You can turn everything into a process, if you already have a company, by going to every department, every person, depending on the size of the company, and talking to everyone, and have them write everything down exactly how they do it, step by step. You can then narrow it down into a simple system, so someone new wouldn’t have to use their brain too much (they wouldn’t have to decipher it). This way, they’ll have it in a very simple format for everything. For stuff like briefings, for a new project, narrow it down into one or two pages, try and make everything one or two pages preferably. I realize it’s really hard in some companies, it’s really hard in some situations, but try to make it very small – try and make it very concise.

I remember when things were like twenty pages, and when we were really forced to narrow it down, into one or two pages, it did actually work, you could actually do it. You just have to focus on making it smaller, and more efficient, and if you have to change some systems somewhere to make it more and more efficient, so be it, it’s really worth it.

The speed of implementation dramatically increases if you have one single service, or one single product. If you have one single service, or one single product, then you only need one set of processes. Now you don’t need a set of processes for A, B, and C. All you need now is the set of processes for service A.

Everything becomes very very simple. You have one team doing just one thing, and that’s very very scalable. There’s an almost infinite amount of clients for anything, unless you’re super specialized of course. Later on, when you’ve covered the whole market, you could maybe add another system, which is basically entering a new market (a new niche in your industry).

That’s what you can implement in your company, the take away is pretty clear. If you have any questions, comment below