Put Your Business 0n Auto-Pilot

( Continued from page 48 ) the company's future growth, or enjoying time away from the business.

Once you realize what you should be doing on a regular basis, you can let go of day-to-day tasks and employees can easily start to take over.

List your current activities.

Next, keep a journal of how you're spending your time at work. What specific tasks are you doing? How much time are you spending on technical aspects of your company? How much of a hands-on role are you taking? What percentage are you spending on strategic activities? You'll likely find you spend the majority of time doing similar tasks you pay employees to do.

Why? Because most small business owners started as technicians in particular fields and decided to open their own firm or business. So while they're skilled and comfortable in their trade, they lack business management and leadership training. For most small business owners, evaluating on paper the time spent on technical tasks rather than business-building activities is a real eye-opener.

Delegate effectivety.

Delegate tasks not related to the list of what you should be doing, created in step one. This means giving the employee clear directions and being sure he or she understands what you want done, how much time and money it should take, what processes should be followed, and when the task is due. Make yourself available for questions, but do not have hands-on involvement. Follow up with the person in writing, reiterating the task and all the details. When you complete this step, you will have systemized your first process !

Get everyone involved.

Putting processes in writing applies to everyone in the company. It needs to happen laterally as well as vertically, like creating an owner's manual for each position. Have each person list all tasks his or her position is responsible for. Consider that someone in the payroll department would detail how to run payroll, how to pay withholding taxes, how to process 401/k deductions, etc. The goal is that if that people suddenly quit, another person could pick up the process description sheet and perform the job. Every person, from the c.e.o. to the janitor, needs to go through this process for every aspect of their job.

Be sure the written processes are based upon a job description and not based upon a person. Systems cannot be based on what Bob does, it needs to be based upon the job description for Bob's position. That way, iflwhen Bob leaves the company, you can replace him easily.

Share systems company-wide.

Once something is written down and systemized, put it into a policy and procedure manual. Also, have people cross-train for different positions so they can step in when needed, even if it's just to help out during a crunch time. Finally, since all the tasks are tied to specific job descriptions, make sure they're tied to that person's performance evaluation. That will ensure that the task is done according to the prescribed system.

Systemize company success.

While the process of creating sys-

Tenon Ups Share of Southwest

Tenon Ltd., Auckland, N.2.. has increased its ownership of Southwest Moulding Co., Dallas, Tx., from 5l%o to 75.5Eo.

"Southwest is a strong natural fit with our existing activities," said Mark Englington, Tenon's c.e.o. "It is extremely well run by a very experi- tems company-wide may seem overwhelming, you don't have to do it all at once. Systemizing your business is a long-range project, not something you can do quickly. Start by systemizing one position and then move on to another. Once you have one thing systemized, be sure to re-evaluate your system on an annual basis to see if you need to make changes based on new events, information or regulations. enced management team, and the business is performing to plan in what is a very tough regional market."

Taking the time to systemize your company will lead to more effective leadership and a more efficient business. You'll be able to focus on thinss that will make your cornpuny -oi" successful and reap the profits from your business if you're not physically there. Begin the systemization process today, and you'll enjoy the rewards for years to come.

- Alan Bayham is a business coach and president of Bayham Consulting, providing leadership, management and marketing training for over 30 years. Reach him at ( 504 ) 259-8682 or abayham@ bayhamconsultinp.com.

Incorporated in 1952, Southwest operates a manufacturing division and distributes millwork to dealers, millwork shops, and home centers. Tenon first invested in the company in 2005.