Now What? A Guide to Seamless Implementation
As small business owners, we’re bombarded with solutions that help streamline processes, get us organized, tighten our security, automate repetitive tasks, and increase our sex appeal….
Ok, maybe not that last one.
There are as many solutions out there as issues. But how many times have you bought something or changed something in your business (or even in your personal life) for the better only to have it fall flat?
Probably at least once.
Whether it’s a new software application, new equipment, or even a new policy, there is a risk that when you implement a change it’s not going to work the way you wanted.
But you’ve spent all this time, money, and resources getting this! You can’t give up now!! Nor should you.
That’s why we’re going to talk about implementing something new in your organization, the pitfalls, and how to avoid them.
In the know: Before you implement anything new in your organization, you need to think about who needs to be in the know about this change. These are your stakeholders. This can be your whole organization or just a few specific roles. But this is where you need to start a list.
Who will be using this software?
Who does this new policy impact? What changes will they need to be ready for?
Are there different access levels depending on role and/or seniority?
Will there be new behaviors required as a result of this change (i.e. new call-in procedure)?
Impact: When looking at a new policy or software application it’s important to think about what’s already happening in your organization, what is going to need to change, and what needs to stay the same. This is typically a conversation with the stakeholders to find out what their needs are, what gaps need to be closed, or other considerations to think about. Now, this doesn’t mean that you must follow all stakeholder suggestions (because nothing would ever get done) but you need to have a full understanding of how this may impact the status quo.
What’s the plan, Stan?: Nothing good happens overnight. This goes double for any sort of software implementation or new policy. While there might not be actionable items (in the case of policies) you still need to take the time to communicate the changes, answer questions, and do some training (if required). Looking at your stakeholder list and the impact, plan how much lead time they might need and how you can best support them. To do this effectively, you need to look at your target implementation date and walk backward allowing for some breathing room.
Buy-In: ‘Everyone is going to hate this.’ Is a phrase I hear often when we’re talking about a change. Especially if the change is new software or requires an additional level of accountability. However, for this to work you need buy-in from your stakeholders, at least to some degree. Now buy-in doesn’t mean everyone is an ecstatic yes, but it does mean accepting this change and an agreement to follow it. One of the easiest ways to do this is to communicate the ‘why’ of this change. Why are you implementing this? Is it easier to track growth, therefore allowing your company to be more successful and do more? Is it to automate a process so everyone can spend their time on more important things? Is it to create accountability for everyone, thus no one feels like they’re the only one acting responsibly? Is it to protect the business, thus allowing it to grow and continue? These are all positive spins to things that may be difficult conversations.
Speed Bumps And Rabid Dogs: So, you’ve implemented a new policy, a new software, or a new process… and all of a sudden something comes up that you were not prepared for, so it wasn’t addressed! What do you do?? While it’s tempting to slam on the brakes and throw the whole thing away. DON’T!! This is what I call the ‘rabid dog policy.’ What does that even mean?? Here it is… if we’re having coffee just minding our own business and a rabid dog comes into the shop. We don’t need to create a policy for dealing with it. We just ‘Old Yeller’ it (if you know, you know) and move on. How likely is it to happen again?? We don’t develop policies, processes, or software applications for the unlikely. We do it for 80% of things we know are going to happen. So, when something unexpected happens, treat it like a speed bump, deal with it the best you can, make note of it, and move on. Then at the end of your test drive period, determine if it was an oversight that caused this, or it was a true rabid dog.
Review and Adjust: Once you have everything set and things are going great, make sure you’re checking in regularly. Make sure that these changes are sticking, that nothing ‘goofy’ is happening, or that important steps aren’t being disregarded. These checks don’t have to be monthly but should be at least annually. Then adjust accordingly. Make sure you communicate any changes or remind staff members what hasn’t been changed in case they’ve forgotten.
Change is never easy, but communication and taking consistent action are key to making it a seamless process. If you’re looking for more assistance on your implementation contact Plan-It Documents today!
