Issue link: https://read.dmtmag.com/i/66838
38 • JUNE 2012 • WORLD FENCE NEWS THE HUMAN LINK by Jim Lucci Management Motivational Associates Besides the business you book, this is the most important "book" your business will ever write! I have been asked to address the topic and makeup of a business' poli- cies and procedures manual, or "book." So, for the next few columns, we will look at the key requirements which need to be examined, reviewed, incorporated and included in a policies and procedures manual so as to make sure you keep on track with the shap- ing of your business' goals and poli- cies, a must for continued, successful business direction and operation. And just what is this manual? If your business has one, I congratulate you on running an excellent company. The most successful businesses, small and large, have such a "book," written to help provide guidance and direction to the total team of employees and em- ployer. Its generic name is a policies and procedures manual. I am always surprised when I dis- Douglas ® Fence Screen Why Choose DOUGLAS? Unmatched Quality Premium Selection Detailed Customization Dependable Service cover just how many of the businesses with which I work on a day-to-day basis do not have a policies and proce- dures manual in place. Worse yet, in the discussions with management which then follow, when I begin to point out how and why such a "book" is important to a successful business, I am more than surprised and am actu- ally appalled to hear the reasons for the lack of writing one. The usual kinds of reasons include "Well, I have a pretty good idea of what I expect [from the business]" or perhaps "I just tackle each situation as it occurs," with the worst being "What do I need that for? I have a going op- eration, don't I?" Sports Equipment ..for 45 Years! 800-553-8907 www.douglas-sports.com USA Manufacturer When I start to ask a series of "what if?" questions concerning ex- pectations and possible situations, the startled reply is often something like "Gee, I hadn't thought about that." The expectations, the situations and the "thats" of business are what make me believe that it is critical for all businesses, regardless of size, to write a "book." The "book" is a document created in the format of a working manual with general statements which will guide the employee (each and every one) during company working hours as well as helping the management (owners as well as top echelon em- ployees) and staff to stay focused on the mission of the business. The actual purpose of the "book" is a simple one, but vital to the life of a good business: to establish the gen- eral parameters of the goals and poli- cies which will guide the business in a sharper focus of purpose and direction, and to assist employees in developing better teamwork and ways to stay committed to the goals and aspirations of the business as outlined in the mis- sion statement developed for the busi- ness. While "flying by the seat of one's pants" might work sometimes, having a flight manual and a flight plan is a safer and smarter way to fly. While "flying by the seat of one's pants" might work sometimes, having a flight manual and a flight plan is a safer and smarter way to fly. The "book" we're talking about is a business' safer and smarter way, and the size of the business doesn't matter. The next two columns will deal with some of the more pressing items which should be included in your manuals. However, this first column will ini- tially seek to establish the mind-set that is needed to start and to then deal with the "jumping off" point or mis- sion statement in preparation for the future discussions in the upcoming columns. The most important admission that must be made and acknowledged is that many of us truly hate details, es- pecially those at which we are either "not good" or for which we fail to see the need to personally deal with and know. The logical consequence of this admission is an awareness that we ei- ther delegate such details to someone else or, worse yet, dismiss the details as not being important enough to call for our personal involvement and go onto other, possibly "simpler" issues. This attitude might allow you and your business to survive for a while, even a long while, but is simple sur- vival good enough for you? Ultimately, this attitude could cause you to lose some of your