ShareThisRose Hightower, founder of Ideal Consulting Solutions International LLC, specializing in accounting and finance, says being a good leader depends on your organizational skills.
An interview:
Q: What is the difference between a leader and a boss?
A: Being the boss requires making decisions on a case-by-case basis. Being a leader requires that decision-making is driven by an established set of values and criteria. Once established, these are documented, communicated and used by everyone. Documented strategies, processes, roles and responsibilities are an indication that the business is run with purpose and not by accident. Sharing these strategies internally and externally signal that the company has integrity, is ready to execute and can deliver. A good documentation program will help.
Q: Describe a good documentation program.
A: Having well-documented processes with defined and standardized roles and responsibilities allows you as the leader to step aside to groom, coach or delegate. In order to safely delegate responsibilities to others, they need to know what you are delegating, how you expect it to be performed and how that will be measured. Use the documentation as part of a succession plan, positioning the company for growth, for additional locations or shifts. Use documentation to institute process discipline, monitor outcomes and provide oversight. Without documentation, you have to rely on the tribal knowledge and individual work habits. As leader, set the tone with properly written job descriptions and career paths. A well-established fact is that job rotations improve morale and efficiency and reduce the risk of fraud; institute delegation and success planning throughout the organization as a sign of trust and empowerment.
Q: What are some first steps?
A: The program doesn't have to be ominous; keep it straightforward and simple. Start where you are. You probably already have strategies, policies, procedures, job descriptions. These documents may not be centralized or organized in a consistent format; but they can be. Assign the task to gather the information that is currently available and prepare a table of contents for what currently exists; evaluate the titles to determine if this is where you want to be. If it is not, then fill in the blanks. Develop a consistent format and convert the existing documents to the new format. Communicate and use them. Plan to review this list at least every two years. Especially in a small business, documentation is the keystone providing consistency, continuity and discipline. Use it for more than the obvious; use it as a tool to facilitate communication and execution.
A well-thought-out documentation program is an enabler and asset; evaluate it as you would any other investment. If you are not getting your money's worth, fix it.
To provide assistance, templates and sample documentation, refer to the Accounting and Finance Policies and Procedures and/or the Internal Controls Policies and Procedures manuals published by John Wiley and Sons and available on Amazon.com.
(Distributed by Scripps Howard News Service, www.scrippsnews.com.)
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