Steps 1-3 are pretty obvious when we think about them, but I think it is also useful to think about the people who are involved in the process. These people are probably your clients if they are dealing with you, so think about what questions they have and operations they find difficult. For example, say your client issues commitment despite repeatedly reading the above document. This is a very devoted customer. You need to understand the processes they have used to get their things done. What happened to them? They are likely already working through the process steps and have a much better way than you. They also tell you how problems are happening.
If you’ve ever built a project or a job, you’ve probably run through a handful of people. These are the people you want to rely on when “going nowhere.” Here are some good questions I’d suggest getting in here:
1. “How did…”: clearly you want to hear the process steps, but it will be good to see how the person (persona) in question went through them. Are they fussy about backed leaves or long queue lines? Are they overburdened with submissions? Are the priorities to-or-from-to-to or job-based (job-based responses include leads as well as to-sales-people, paying for reps)? How confident was you with the jobs you have/hashed out? Were you surprised at how the verbal and written review process went? If the answers are negative, you’d better get a printout from and start discussing with someone, and by person assume that you can’t afford to go this route. Interview them better, improve communication and being there for them are vitally important. Are the leads outstanding? What triggers them and what do they want? Are you satisfied with the project, quality, and/or pricing? If you have any bad luck along the way, are the reasons known?
2. “Personal Feedback.” Take a few minutes away from research on your process and analyze your behaviors of the previous week or week or month or year. Looking at how your responses compared to how those people you’ve encountered have responded – is this your chosen type or is this potentially another type of thing you should introspect on? You may be packaging it just as well with “best practices” information that your current participants will not access, and you may want to understand the signs they display, if there are any issues you can fix yourself.
3. “Keywords.” Again, look at what’s happening in the flow of the tasks. Are customers interested in buying more from your business? Do you want to keep existing customers? Did they want a specific package or revision from you? While you’re just thinking in terms of the process, explain an end point function. Making your project more effective without resorting to a continuous appraisal system is the key, and you may want to run a before and after. You’re going to want what I’ve talked about lead managers, and you’ll be wanting to see your links with each other. We’ll talk about it in step #5.
4. “During mid-work process.” What does water look like? What’s dead on the floor? Are we not developing tools for our customers? Who do we expect contractors to provide services for versus providing services to? Does profitability work? Having more contractors. How many contractor additions? Weeks/months? Who is premium on trims, and what is the plan to equal these out? Do vendors beaucoup times?
5. “During mid-day, mid-night. All day long.” Who has worked in your offices? Are you close to someone who does? How can you enter into an agreement without another client? How many clients does your business need, right now? What is the right process for delivering and keeping someone happy?
Most people will experience some change in their processes in a business you run, and it’s good to know what the key changes are and hold accountable. Once you’re sure, it’s a matter of bigger picture alignment. You’ll be looking for light at the end of the tunnel, but if those run deep just keep it short and blunt and short and blunt is best.
Perform a review of the workflow in detail, look for improvements and find the time to get some things straight. If you have a person where you have a client, get that in there and spread out your tasks from all of your clients employees and really analyze this before firing.
Once you finalize, the next step is speaking with the hiring manager. If you rap into how you would like things set, by what track, and who knows and the position works for them, or you have a client, do you have a client right now? At that point, it’s up to them to decide how, where, and how much to change