Your people will come and go, that's life but the jobs that people do will remain. It is far easier to refill a position if it was defined by a certain job or jobs that were part of an integrated system than if the position was built around the skills and capabilities of an individual that is now no longer with you.

In Plain English

You can get someone else to fulfil that role by training them in the documented systems. Systems that take them through the various jobs that the position covers, the expectations of the role and how to achieve their goals step-by-step.

First you must have the system, otherwise it's all back to you... and you don't need another job. The main management systems needed for sucess are:

• People Management (relationships)
• Financial Management (cash flow)
• Systems Management (processes)
• Facilities Management (things)
• Time Management (including time for yourself and time with family)

This article has been taken from Chapter 3 - GROW 2 Management by Antony Whitaker

This months book club recommendation is "The E-Myth" by Michael E Gerber.

If you were only going to read one Management book other than my book GROW 2 - Management, I would absolutely recommend this, it's an oldie but a goodie!

Here is a review from Amazon which I think sums it up.

The E-Myth Revisited should be required reading for anyone thinking about starting a business or for those who have already taken that fateful step.The title refers to the author's belief that entrepreneurs - typically brimming with good but distracting ideas, make poor business people. He establishes an incredibly organised and regimented plan, so that daily details are scripted, freeing the entrepreneur's mind to build the long-term success or failure of the business. You don't need an MBA to understand or follow its directives; Gerber takes time to explain buzzwords and complex theories. Written in a clear and well-paced manner, The E-Myth Revisited is like receiving advice from an old friend. 

You can buy the book here http://amzn.to/Jal14M

You need to start by getting some structure, clarity and organisation. So start by getting organised, by developing a structure that reflects the functions that go on in your business.

Put down on paper every job that exists in your business. List the job not the person. A job is meant as something that needs to be done and in a small business  one person will often have several jobs. List every job: from cleaning to stock control, to stock ordering, banking, cashing up, budgets, recruitment, training, financial controller, reception, until they are all on paper. There isn't a right or wrong list, it will vary from business to business and depending on the product or service you sell. When you have written every job out, you are now ready to start organising it and giving it some structure. With structure and organisation comes clearly defined roles, predictability, control, expectations and accountability, the ability to delegate effectively, less stress and the chance for real growth.

Start by putting you, the owner in a box.

You may or may not also be the manager, so add another box.

Every business regardless of the industry you are in essentially has four core functions which may have slightly different names but the core function remains the same.

1. Operations
2. Finance
3. Marketing
4. People

Now go back to your list of random jobs or functions that you listed before and start to allocate them as sub levels of the four core functions.

This example is not a finite list or even necessarily a correct list it is merely an example to depict the process of organising the functions of the business. Some of the items from your initial random list may not make it into your organisation chart on their own as they are a function of a job, for example 'answering the telephone' would be part of the job description that would come under the position of 'Reception'.

In the past I have spent many hours arguing over exactly what goes where, but the really important thing is that you are starting to develop structure and clarity by defining different fuctions/jobs that exist within the business.

Once you have completed the first draft of your orginisation chart put an initial of the person who is doing the job next to the box. As you go about developing this 'picture' of a business called the 'organisation chart', you start to very quickly identify what is being done by you, what is being done by someone else and finally, and most importantly, what is simply not being done.

For me personally when I first did this exercise, it was like someone had turned the lights on in a previously darkened room. I could finally see and understand what I was trying to do. I coud finally understand what the big picture of my business was meant to look like, from a business point of view.

It was at this point that I realised the importance of the statement, "You have to start thinking of your business as apart from you, not a part of you. "It's a powerful moment in the life of the small business owner, it was like someone had given me the map and said "this is where you need to go" Can you imagine the sense of relief?  

Once you have established clarity concerning the many jobs and functions that support your business at the 'back end', you should at the very least start to feel a little more in control and excited about developing the operating systems that will help you turn your vision into reality. Developing effective management systems is the key to less stress and chaos and more control and predictability. This then frees you up to delegate effectively, set priorities and allows you to plan and execute the real tasks that only you as the manager can do.

The reality that you can't do it all by yourself is obvious

The next step is developing the systems and the team to help you turn the vision into reality.

This article has been taken from Chapter 3 - GROW 2 Management by Antony Whitaker

"Vidal opened the door ...and we all stepped through it"

There will be many words written, and many stories told about Vidal Sassoon over the next few days as the curtain closes on the life of the greatest visionary this industry has ever known.

Vidal Sassoon was many things to many people but from a hairdressing perspective more than anything else he was our leader, the most iconic and visionary leader this industry has ever known.

He didn't accept 'what was', so set about changing not just the way we cut hair but the way we perceive beauty.

His legacy will live on forever and I count it as a privilege to not only have worked for Vidal Sassoon but even to have been a hairdresser in the same era.

Hairdressing will be the poorer for the passing of it's most iconic leader ever as not only has he changed the way we cut hair but what is more importantly he has influenced us as people.

It really is the end of an era.

Vidal Sassoon CBE, Leader, visionary and one of life's true gentlemen, RIP.

Now that was vision.

Extract from the Navy SEALs Credo

My word is my bond.

We expect to lead and be led. In the absence of orders I will take charge, lead my teammates and accomplish the mission. I lead by example in all situations.

I will NEVER quit.

I persevere and thrive on adversity. My nation expects me to be physically harder and mentally stronger than my enemies.

If knocked down, I will get back up, every time!

I will draw on every remaining ounce of strength to protect my teammates and to accomplish the mission.

I am NEVER out of the fight!

We demand discipline. We accept innovation. The lives of my teammates and the success of our mission depend on me, my technical skill, tactical proficiency and attention to detail.

My training is NEVER complete!

The Ritz Carlton's Mission statement

"We are Ladies and Gentlemen, serving Ladies and gentlemen"

Some very strong words from the Navy Seals and in stark contrast to the Ritz Carlton's Mission statement. These are two of our favourite mission statements. The Navy SEALs shows passion and commitment and demonstrates a real pride in what they do and The Ritz Carlton's is perfectly simple, elegant and to the point.

The mission statement should help your team understand and focus on what your business is about and how they can contribute to the achievement of the vision. It should be empowering, meaningful and capture the soul of your business.

Unfortunately, often in small businesses a mission statement is over looked and perceived as overkill but please give it a go, it may not be easy, but the end result is well worth the effort.

Remember:

• Is it short and sharply focused?
• Is it clear and easily understood?
• Does it define why your business exists?
• Does it inspire your commitment?
• Is it less than 40 words?

Like us on Facebook and follow us on Twitter for more on how you can grow. If you need help writing your mission statement we are here to help or let us know what your mission statement is, drop us a comment below...