Featured Coaching Training: How to Develop a Training Program and Operations Manual
How do you write a training operations manual for your business? Having a written plan is important to any business, big or small in order to maintain the quality the business owner has set for the business as they grow and hire new employees. Learn how to develop and effective operations manual in this insightful series.
Featured Coaching Excerpt - Notes & Transcript, Part 1
Lesson Nugget: Being S.M.A.R.T - Bridge the Gap Between Being a Happy Hoper and a Destiny Designer
Lesson Nugget: Specific
Lesson Nugget: Specific - The problem with some goals is that they are too vague and general to do you any good. Having a specific goal keeps your attention and energy focused. If your goal is too vague, you will not know exactly where to direct your efforts.
Lesson Nugget: Measurable - By making your goals measurable and tracking your results you are able to keep score and judge if you are improving.
Lesson Nugget: Relevant - Look for the connection between achieving your goals and your personal life improving. Because if you are trying to improve yourself, your goals must be intended to stretch you, yet be within your reach.
Notable Quotable: "All successful men and women are big dreamers. They imagine what their future could be, ideal in every respect and they work every day toward their distant vision, that goal or purpose." -Brian Tracy (Success author and multimillionaire businessman.)
Lesson Nugget: Time-limited - Setting a deadline for achieving your goals will help you to avoid procrastination and motivate you towards your goal.
Notable Quotable: "A goal is a dream with a deadline." -Napoleon Hill (Best-selling self-help author of all-time.)
Lesson Nugget: Have your staff write problems down and bring them up in your weekly meetings.
- Okay, so the next section that you're gonna want to include in your operations manual is "Being Smart." Okay, basically you're outlining the specific way to go and achieve these goals, and so Clay, SMART is an acronym, so can you break down specifically what this acronym is, and what it means?
- I put it in our operations manuals because I want the people on the team to understand that if you're a happy hoper going through life hoping that things are going to be great, and you're not somebody who's a solution finder, you're not gonna have a lot of success. So you once you become a solution finder, you're running around your office and you're noticing there's problems, you want your whole staff to write the problem down and bring it up in your weekly meetings so that you can fix it. Tell everyone on your staff, "Guys, listen, whenever we find a problem, I need you to write it down, so we can work together as a group to fix it." But once your team starts writing things down, if you're not careful, they're just gonna bombard you with ideas every 60 seconds, and Marshall has seen this happen. I'm like, I will sit in the Hummer sometimes, by myself for like, hours to work, because what will happen is, we have a lot of solution focused people at Thrive, which is great, but something like, "Hey, if we added this button, that would be awesome," "If we did this, that would be great, and if we recorded this that would be great," and you're just like, So this is the process that you want to teach your team and put it in the manual. Any time that they bring up an idea, it needs to be specific, so don't say, "Our workflow is slow." Don't say the waiting is too much. People are waiting too long. Don't say, "Our prices are too high." Be specific. What prices are too high? And then measurable. You gotta have some sort of, what do you mean, people are waiting too long? Five minutes? Ten minutes? What do you mean, our prices are too high? One dollar? Five dollars? What? And then suggest an action to it. Like, what do you want us to do as a result of this information. It has to be relevant. This is a funny story, but it needs to be said. We had a guy, an elephant in the room, who came and he goes, "You know, man, I tell you what. Elephant in the room is too complicated. People want simplicity." I'm okay, I can get it, you know. Specifically, what are you saying? "Well, I'm just saying, like, in our haircut process, it's like, they have to check in, we gotta find out what kind of haircut they want, and then we gotta charge them. We should just be really simple." And I'm like, how? "We should do like a chip, you know, and they just come in, and it just charges their card, and it pulls up on the file what their hair cut looks like." And I'm like, okay. "Yeah, I was watching this video about Apple, and how they made the iPad, and there's just one button on the iPad." Well, it's not really relevant, nor do we have a million dollars laying around to spend on making the chip that you would put in your wallet that would automatically go beep and it would charge you, and not charge you twice when you come in and out quickly. But the guy was like, "Dude, I was watching Ted Talks, and I'm just telling you, like, dude, I watched this Steve Jobs video. And I'm like, it's a lot like suggesting your company should use the light saber to heat food faster.
- Now granted, that would be pretty cool.
- Yeah, you're right. I'm just saying, there'll be people on your team that are going to suggest some ideas that don't make any sense. And that's okay, because we're trying to learn, but you need to make sure it's relevant. And next, it has to be time limited. It has to be like, let's get it done by this date. So I hate the text messages, like, "Here's a new idea!" Quit doing that! Because I'm a doer, okay. You're a doer, we're doers. You know when you have an idea, there's now a burden that is incumbent upon your responsibility to do something with it. So if you hear a good idea, you gotta do something with it. So it's like, you know, "I think all the Thrivers need to be more encouraged." Okay, that's true, where did you get this idea? What measure? "Well, I think they could be 10% more motivated." Okay. What action do you suggest? "Well, we just need to focus on more motivation." Okay, where'd you get this idea? "Well, I was watching Rudy..." Okay. Time limited. When should we do it? "Well, just right now, I mean immediately, we just need to start being more motivated." I mean it's just, you're gonna have a plague of ideas if you don't make the team use SMART ideas to move from being happy hopers to being specifically solution focused.