Anchor;

There’s never a good time to buy some on, there’s never a good time implement something, there’s never a good time for anything, so why don’t they just make it now… Right, and at the end of the day, a lot people on a… Oh, well, that’s kind of pushing the sales press, but it’s not because at the end of the day, they need to get the result and the quotas are not gonna change it because somebody’s gonna take a break to Christ.

 

 

Welcome back to the prospect show, or each week we talk about tips, tricks on methods we’re growing an amazing small business right off.

 

I’m your host, Dr. Fonda Robertson on this podcast, you can expect segments on communication, sales, prospecting and close, but thank you to everyone who… Who support my 100 episodes and 100 bays goals, going to 202.

 

I enjoy the show. A, welcome back to the show.Early Monday morning here in 9170. I m today’s episode is gonna go after scaling with different systems in place after six months of being in business, and a lot of people that I talk to are gonna say, Oh well, I don’t have the kind of business that can be scaled because I’m a one-man show or some excuse, but every single business can be scaled, just a matter of knowing what to do, when to do and how to do it.

 

So today we’re gonna go over six items that are gonna help you after six months of being in business, now there’s definitely applies a little bit more to people who have the flexibility to have remote workers of if you’re a healthcare provider, a physician or a lawyer or something like that, it’s gonna be a little bit more difficult because there’s gonna be some limitations around having a professional degree to do some services, but at the end of the day, these systems are gonna be put in place pretty much regardless of what kind of business you have… So let’s talk first about operations, the number one thing you have to get right before you get scaled is operations, which means that you need to have the people in place, but you also have to have the systems in place, and when I say systems, things like automation things like process improvement, things like getting organized with your business, having a calendar that makes sense, having a county link linked to your Gmail calendar so that you know when to do things and when not to do things.

 

So the way you scale operations first as you systematize everything, you make a video using Quick Time, you basically film everything in your business that you do every day, and then you also install a rescue time, rescue Time dot com that comes again directly from the Four-Hour Work Week, and one of the interesting things about rescue time, dot coms, I basically just tracks what you do every day, and the reason I say it’s worthwhile tracking for probably 14 days is that will allow you to see what you do every day and what the big time sucks are… Then you can take those tasks and make sure operationally you outsource them, so with operations, you’re going to focus on all of the fulfillment of your job, whatever it can be done to help you with fulfillment, so that could be… If you’re in a chiropractic office, that could be scheduling, that could be setting up notation, that can be taking down notes, that can be recording intake forms, things like that. If you’re in a small business and you’re kinda doing the laptop lifestyle, that could be whatever fulfillment you have, are you running ads, are you doing business development? Are you offering SEO? Whatever the film is, I consider that operations, and you should start by getting that right, the next thing is the Account Manager, so there’s two parts to fulfillment, one part is managing the actual client and the other part is actually doing whatever service it is, so if you go back to the health care example, you need to have a practice manager or practice representative that would be talking to your patients and making sure that the filaments going well, but then you also have the individual providing the care, and you’ll see this in almost any healthcare profession, that they have some practice or office manager that oversees the whole thing, and then they have the actual doctors who provide the service, so that said, that’s kind of how you should set up the operations in account management piece, you should have one account manager for every 20 to 30 hours worth of account management, that way you can always add more on and you have some redundancy if you max at every account manager of 40 hours a week, then what’s gonna happen is if one leaves or one gets sick or whatever, there’s no coverage that can exist. So if you had 100 clients in, each account manager can do 25 clients each, don’t give em 25 clients, give them 20 clients and hire five account managers.

 

It’s like a computer, it’s best to operate at less than full capacity, so that when there is a problem, you can actually level that up a little bit, once you have account management done, you need to have an operational overview, so that’s gonna be something like a COO and that it’s a formal title, but at the end of the day, it’s just about keeping those account managers accountable, so you did the fulfillment, you got your operations and systems all put in place, and then you got account managers to manage the people, and now you have somebody who’s gonna oversee all the account managers. Now, in a really small business that account manager in the operations person might be the same person to start, but the account managers could also be virtual assistants that you’re paying 46 or now because of that, they’re gonna have a great skill set and work a lot of hours, but you need to have someone who’s checking in on them, making sure they’re doing what they should do, once you have those three things done, operations and systems, account management, and then an operations overview person like the CO… The next thing is you need to go to a sales team, and that sales team could be all contract, it doesn’t matter what industry you’re in, you have to self, that’s healthcare, if that’s medical equipment, if that’s professional services at a design… So web development, lead generation doesn’t matter, you need data sales team in place, and the way you get that is you first start with a contract sales person and then switch to a salary sales person, the salary sales person is still played on performance, but you give them basically a draw against what they would do each month, once you know they’re gonna cut it, after you have that done, you tie that sales team into the operations manager, the COO, to make sure that the COO can see new business coming in the door and all the fulfillment, because the account manager are dealing with the fulfilment one-on-one, the COO can still look in two different directions, one at the sales team and one at the operations team to make sure that both are being fulfilled, that you as the CEO can step out of your business… The last part of that is everyone always says, Oh, well, that sounds like a lot… It’s complicated. Manage all these people. Well, it’s really not, because your operations person is gonna manage your account management, account managers, so your COO is gonna manage the account managers, the account managers are gonna manage the clients and the operations, and the COO is also gonna manage the sales team, so that leaves you with basically a counting, and the way you fix that is you get quick books and you set up banking automation in either it’s on salary or commission, doesn’t matter what it is, but you set up automations and workflows to make sure that everybody is paid regularly for whatever service, they’re providing fit sales, you can do these one-off sales payments if it’s not sales, if it might be a recurring commission, you set them up on a recurring retainer, it doesn’t really matter at automate the parts of your business that could be automated. And one of those biggest spots is banking, don’t be a pencil pusher, don’t push paper around all the time and just say, Oh well, I’m doing banking, I’m doing accounting, I’m doing that at… That’s an easy fall back to get out of doing what you know is important, which is sales and operation, so my recommendation is always make sure that you focus on the things that matter in the operational structure, if you don’t have time to make all the videos, what I would do is recommend you train your first account manager on everything you’re doing and record those videos as you’re training or train them, and then ask them to go back and basically look at what it is that you train them on and make videos themselves.

 

Go to Vimeo and upload all those videos there, and then you should spend some time to review them on the weekend or evening, so that they can understand, that you can understand what they’ve put together, and then also when you get a new account manager, a new operations person or a new process, you can always be adding to this database of skill sets and items that you need your team to be doing, so always record that content and then when something becomes irrelevant, get rid of that piece so that when you implant a new person in your training process is very systematized, if you have to sit there and train every single person one on one-on-one, it’s actually a huge issue because of that, it’s gonna slow you down. You always have to go backwards to go forwards, so to minimize the risk impact and the difficulties that you’re gonna have with having more and more people on your team, systematize the process, make the video show people what you do, explain it records some phone calls, show them what they should do, what they shouldn’t do, how to make it better, how to make it work, all the different things, so that they feel super comfortable it’s going on, and then you can focus exclusively on sales, so you can just push it, push it, push it. So that at the end of the year, we’re going to Christmas here.

 

You definitely do not want to be focused on doing the wrong thing, you wanna be focused on sales, how can you help people going into 2020, there’s never a good time to buy something, there’s never a good time to point something, there’s never a good time for anything so why don’t they just make it now… Right, and at the end of the day, a lot of people on a… Well, that’s kind of pushing the sales press, but it’s not because at the end of the day, they need to get the result, and the quotas are not gonna change just because somebody’s gonna take a break for Christmas or New Years or whatever it… So make sure they have the systems and processes in place, and when you sell your service to other people, make sure that they have a system in place to be able to handle whatever it is that you’re doing, so just as no review, get your operations person then get the account managers, then get a COO who basically can oversee the account managers, then build out the sales team, go back to the CEO and integrate them with the sales team, so 50 pin of their times in operations, 50% or time is managing the sales people ’cause that’s all operations together, and then get into banking automation and process automation on the back end, make sure you film everything you do in your business, doesn’t matter what kind of business you have, there’s always room to fill what you’re doing, if that’s on the computer or that’s just an audio or that’s a video and audio of you talking, it doesn’t matter, create training series, make it easy for people to understand so that you can bring on new people without having a problem.

 

Hopefully, those are some good tips. For you today, thank you so much for listening to prospect on show and have an awesome

 

To Listen to this episode, please visit: 

Anchor;

To listen to the previous episode 21 – Automation for your day to day, please click here;

To listen to the next episode 23 – Part 2 of 6 – The Soft Skills of Healthcare, please click here;