Before changing anything, it is important to know how the business’s operations currently work. Simply diagramming the actual state of the firm’s processes uncovers valuable information that can be used to effectively make changes and improvements.
Each process is different, but they are easy to organize if they are defined by type. This will not only help you structure them more easily, but will also help you better manage them, once there.
By choosing your cloud system wisely, your company will benefit substantially. The system will keep your data organized and will allow you to perform tasks that were impossible before.
We tend to associate creativity with artists and writers and their inspiring sculptures, vibrant paintings, and beautiful poetry. Because of the focus that exists on these brilliant creators, we seldom appreciate the impact that creativity can have on our professional careers. However, creativity is one of our most useful skills, no matter what work we do, whether it is accounting, marketing, or simply managing a department.
Creativity is what permits us to forge our path and our view. Without it, we remain a part of the organizational machine and the existing structure. With creativity, we can alter our environment, make it better, and grow.
When a company becomes established, processes are a must. They guarantee consistency and quality, and with time, we rely on them, freeing up space, so we do not have to remember every necessary step of a transaction. As a result, we have more room to think strategically.
Processes capture the state of a company at one point in time, but companies and people are constantly evolving, and processes must do so as well. If processes are not designed to be resilient, they will be too rigid and become either a burden or eventually collapse, losing all the hard work of documentation and implementation.
Often new ideas come unexpectedly, and they are frequently precious. When you create a new workflow or have a new idea about how to do what you or your teams do daily, the concept is often not enough. For the idea to persist, it must be institutionalized in some way; otherwise it may never be implemented. Then, even if the idea is ultimately implemented, it may disappear after some time.
At Celaque, we are encountering this problem now, as we are in the middle of systematizing how we manage the buildings we develop. Although it is not our first time managing buildings and we already have some systems in place, we are always upgrading how we do it. As a team, we come up with lots of new ideas for innovation. From keeping a book so that the maintenance staff can report anything that happened during their shift to adding bulletin boards so that residents who do not use our software platform can find out about our events and important information, we have been adding many new practices.
I have spent the last year and a half implementing some of the ideas that Ray Dalio describes in his book, Principles: Life and Work (public library). The book holds great concepts and theories that apply to any company. I recommend spacing out the content and new implementations so that you can ensure that what you’ve rolled out in the past has been fully integrated before moving on to a new idea
One of the concepts that has had a significant impact on our company is the issue log. Dalio implemented it as a management tool in his company, Bridgewater Associates.
I’m writing on a Monday, and it is one of those Mondays. I feel tired after waking up early to start my day and my week. Not only do I feel fatigued, but I’m also not feeling motivated. Writing isn’t easy today.
It is at times like this that I am encouraged by compound interest. I realize it may sound silly to read that I draw inspiration from something as bland as interest, yet compound interest reminds me of how consistently adding more (money, effort, knowledge), regardless of whatever else is happening, will result in exponential growth.
I recently received the best compliment I have received in a long time. I was talking with one of my company’s service providers, who said that she trusted our company implicitly. She is aware of how we manage the company, along with its processes and systems, and knows that she can rely on us to take care of our common interests.
As an example, she mentioned our many years of working together without any issues. She recalled a payment we were scheduled to make a year after a completed service, about which she had forgotten. Even though we did not receive a bill from her, we still called her to drop off the bill and pick up her check. We made the payment because it is a part of our process.
Our responsibilities as company managers are many: we must build a great team, structure our organizations in the best way possible, make sure the company is achieving its objectives, and plan for growth. One of the challenges we also face is infusing the company with a sense of trust. Organizations that inspire trust in every direction run more smoothly, and in the end, trust can make the work more enjoyable, too.