SOB…Why didn’t anybody teach me about SOPs??

Have you ever felt like you couldn’t call in sick or take time off because things might fall apart in your absence? And when you do manage to get time away from the office, every time the phone rings do you get that little tinge of anxiety as you fully expect a call from somebody in the organization about some alleged calamity that requires your immediate attention? Many CEOs, managers, and knowledge holders within an organization experience this very thing. In some cases, it might be the result of “telling” instead of “questioning” as a means of fostering independence. However, in many cases, the culprit is simply a lack of standard operating procedures (SOPs). After reading this, you may ask yourself “Son of a biscuit, why didn’t anybody teach me about SOPs??” After learning about the importance of SOPs, I know it’s what I thought!

Definition

Standard operating procedures are written, step-by-step instructions that document how to perform routine processes intended to achieve a result that are part of larger systems across departments within an organization. While sometimes referred to as a task analysis protocols, instructions, or operating procedures, SOPs are extremely valuable to an organization in a number of ways. For example:

• SOPs minimize variation
• SOPs promote quality through consistency
• SOPs allow for continuity through events like vacation, sickness, or employee changes
• SOPs can serve as a training tool
• SOPs can serve as a job aide
• SOPs can serve as a checklist for self-monitoring
• SOPs can serve as a checklist for performance management
• SOPs are foundational for scaling

Some SOPS common to most organizations include:

• Hiring
• Onboarding
• Accounts receivable
• Accounts payable
• Performance reviews
• Corrective actions
• Approval of external communications
• Service delivery processes

Tips and Tricks

If you see the value in SOPs, but you’ve never written one, have no fear! It’s as easy as 1, 2, 3. Consider the task of making a peanut butter and jelly sandwich. What are the steps to completing it? Perhaps you are thinking something like this:

Now this seems like a non-brainer, right? Result: Peanut butter and jelly sandwich. Behaviors that achieve result: Steps 1-5. But consider this. How might this look different if you were teaching this to a child? Do they know what supplies to get? Do they know where to get them? Do they know how to “spread” peanut butter and jelly? Do they know how to put the pieces of bread together? They may seem silly, but you might end up with the peanut butter facing out on one side, and the jelly on the other! When pinpointing the specific behaviors required to achieve any result, try to consider the complexity of the task and the typical skill set of those required to perform when designing an SOP. The simple formula: More complex + less skilled = greater detail.

When developing SOPs, here are some things to consider:

• What are the problems?
• Where are they occurring?
• Why are they occurring? 
• Why is this task necessary?
• Where should it be done?
• Who is the most qualified to develop it?

Outline

SOPs should be developed by subject matter experts. That is, those who actually engage in the process that will be outlined. Once you’ve identified the purpose, the scope, persons responsible, and the other items above, begin creating your SOP Process by developing an outline as illustrated in the example below. As you develop the outline, think of “batching” tasks by looking for logical breaks in the process. 

OUTLINE EXAMPLE OF A HIRING PROCESS

After you’ve created your outline, you can then begin to transfer the information into an SOP template. There are many free templates available on-line. For example, bizmanualz.com. When entering the steps, make sure they are simple, relatively short, and focused on specific the behaviors required to complete the SOP related tasks. Use an active voice and present verb. “You” should be implied, but not used within the document. When possible, use the SMARTART feature in word to create a visual of the process. For example, a visual of the process for creating an SOP might look like this:  

As you can see, visuals are simple but powerful tools for helping people understand the SOP in its entirety at a glance. If you are a leader or manager in your organization who is eager to see performance and outcomes improve as a result of the SOP, you should know this. Like a road map, developing an SOP is an import part of the journey to success; however, it is insufficient for success. Once you’ve developed your SOP, transforming the SOP into the work environment is a process in and of itself. Things to consider include:

• How will employees be notified of the new SOP?
• How will employees be trained in it?
• Once employees are trained, how will they be coached for accuracy?
• Who will monitor the process?
• How often will the SOP be reviewed and updated?

SMART SOPs

Even the best SOPs won’t mean a thing without employee engagement. As such, consider making your SOPs “SMART.” That is:

• Specific – each SOP identifies the specific result and the pinpointed behaviors that will lead to that result. 
• Motivational – employees are motivated by the outcome. Seeking their input in the development of SOPs is an important piece of the motivational puzzle. At times it’s even appropriate to take a team approach to developing SOPs to increase buy-in.
• Attainable - the outcomes associated with the SOP are attainable. That is, if the employees engage in the process, they will see the intended results. What is known as response efficacy.
• Relevant – the SOP is relevant to the current situation. Outdated SOPs don’t mean a thing!
• Trackable – when possible, use checklists to help both employees and managers monitor and improve implementation until it becomes a habit. In addition, make sure the results are being tracked. Sometimes its hard for employees to see the fruits of their labor. Tracking the results and tying them back to the SOP can be a powerful reinforcer. 

When you first begin the process of documenting your procedures, it might seem a little scary. But remember the peanut butter and jelly sandwich example above. Also, beyond the quality accomplishments and the attainment of desired business results that can occur as a result of SOPs, there are some other positive collateral effects. For example, if you are that knowledge-holder who is inadvertently punished through the invisible chains holding you hostage, take heart. SOPs can liberate you from the chains that bind you! 

If you are interested in other tips for improving organizational performance, check out this video with my boy Pierre Louis of Brett DiNovi & Associates. SOPs can also be used as a tool to support mentoring and coaching of employees!