Why don't (won't) people get organized?

Here are some popular excuses and attitudes for not getting organized and writing stuff down.

"I don't have enough time."

"It's not my job man! You hired me to be a [manager, programmer, accountant, engineer, whatever] ...yada... yada...yada..."

"That's MY stuff, I'll leave it lying around if I want."

"I AM organized - it just LOOKS sloppy! Besides, a clean desk makes it look like I'm not doing anything! I know where everything is, that's all that matters..."

"I hate to write - it's not exactly a cure for boredom."

"Whenever I feel like getting organized, I lie down until the feeling goes away."

Covert thoughts: "If I write stuff down, people will see my mistakes. (So, I'll hide my engineering drawings)... besides, if I document my job, they will replace me. I'll lose my job!"

That's why the problem of dis-organization persists.

Here's a proven approach to getting organized.
Let's face it. You can grow your organization ONLY if you can promote or replace your employees. Thus, you and your team must be able to replace yourselves so you can receive raises, promotions, and vacations.

Oh sure, if you have a vast supply of money you can build a bloated bureaucracy where raises, promotions and vacations are automatic - and where no one gets fired. (Can you say "government?") But, this Blog is about tactics for effective PROFITABLE ventures.

You say, "OK mister, how do I create an Org Chart for MY organization? How does your little Halloween Party example apply to me?"

Please let me explain. Grab your pencil and paper. Write down your answers to these questions.

As in the party example, write down YOUR two realities.

1. What is your PRESENT reality?

2. What is your ideal FUTURE reality? (Your organization's Strategic Objective.)

Now, draw a box. Label it "CEO." That's your position (even if you have a boss(es)). We're building your organization below your position.

Draw three boxes underneath, connected to CEO.

Label these boxes MARKETING, OPERATIONS, FINANCE.

Recall from the party example, I had no "organization" until I created it. Then, everything flowed from there, based on my Strategic Objective.

For now, YOU fill ALL your boxes - until you delegate the accountabilities for those positions.

"But," you say, "I don't need MARKETING or FINANCE departments... and what do you mean by OPERATIONS?"

These boxes represent functions, not people.

The MARKETING function is to promote the service or product your organization offers. It doesn't matter if you are the head janitor, manager of the print shop, or the Big Kahuna.

The OPERATIONS function is to produce and deliver your organization's product or service.

The FINANCE function is to keep score - whether it's money or other measurable results.

It all flows from YOUR Strategic Objective. In the party example:

MARKETING promoted the party plus the ideas of bringing decorations and helping with setup and breakdown.

OPERATIONS produced, delivered, and retrieved the decorations, and cleaned up.

FINANCE tracked money and attendance within specified limits.

So, let me ask you... write this down...

What service or product do you need to promote?

What do you need to produce and deliver?

How are you going to keep score?

What are your basic goals. What are their requirements and activities?

Now allocate the required labor into suitable position boxes.

Now, who can you delegate those responsibilities to? (Whom can you count on?)

How are you going to communicate? Memo? Phone? Email? Snail mail? Rumor? Gossip? How often?

You decide.

Can you delegate all the accountabilities for a given box to someone else? Or, do you keep the title and delegate as much work as possible?

Do you have someone you could train and promote to take over that department?

WAIT! Has that person documented their current position? If not, guess who will inherit the work of that vacant position? (Hint: Either the person you promoted to the new position - or worse, YOU! (To avoid this pitfall see The Ultimate Career Builder.)

After all, as Manager, you're accountable!

OK. If you've written all this down, you've got a good start on building your Org Chart! Congratulations!

There's more to learn and apply.For example, you can use your Org Chart as a map for physical files, computer files, and email files, among other things.

Using your Org Chart as a map, you know immediately where to store things - and from where to retrieve them. Theoretically, every box on the chart could have a physical folder and a computer folder.

Questions about your organization chart?

Q: "What if my department needs more departments than MARKETING, OPERATIONS, and FINANCE?"

A: You would create departments underneath those departments, based on division of labor. For example, in which department would you put your sales team?

MARKETING! Surely not OPERATIONS or FINANCE.

For example, examine our Senior Management Services chart below.



Q: "In your Org Chart, you show 'QA' - Quality Assurance - under the president - what is that about?"

A: (In my organization), QA has to do with the condition of *people* - employees and customers. For this, we use QA Audits, among other things, to great advantage.

(We also use the QA department for storage and retrieval of data, processes, and forms that we "generalize to the "highest level"(such as forms used throughout the whole company.)

Also, notice that "QC" - Quality Control - is under OPERATIONS. QC has to do with the quality of *products and/or services* produced by OPERATIONS.

Someday, I may discuss our "QA" department in another Blog. If you have other questions, send me an email .

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Exercise for the Serious Organization Builder.
Download an updated (FREE) version of the Business Builder Outline (PDF file).

"Hi Mike ... thanks for your Business Builder outline ... good overview of what to plan for! I am about to launch my business ... and want to make it 'franchisable' ... a 'timely' download ... Thanks again, Ash"

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What did you learn today that you found most beneficial?
How will you apply what you have learned at work?

Please email your comments

Best Regards,

Mike Hayden, Principal/Consultant
Your partner in streamlining business.

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