The Play Book

In our series titled “The Winning Formula of a Championship Team” in property management, we continue to focus on Part 1: The Seven Critical Components.

As a brief reminder, Critical Component #2 is the Rule Book.  The Rule Book is the definition of how we want to play the game of property management AND how we win the game. Among other things the Rule Book encompasses the policies that define the operational boundaries, ethical standards, and regulatory compliances.

Now that we have created the Rule Book we will use it to determine the trigger points that require a process to be executed. Let’s dive into Critical Component #3: The Play Book.

Critical Component #3: The Play Book

The Play Book contains the plays that get called during the game.  In a football game, the offense and defense both line up on the line of scrimmage but no action is taken until a specific trigger happens.  In this football example the trigger is the snap of the ball. Only when the trigger happens (the center snaps the ball ) the play is executed. Each play that is executed is known by a specific name that is known by all of the relevant players on the team.  For example in football the offense may run a play like “Twin Right 18 Sweep” and in property management we may run a play called “Tenant Move-Out” process. 

In each case the play that gets called  is simply the name of a group of actions that need to be taken and more detail is needed for the team to succeed.  

Inside each play (process) that gets called is a list of more detailed responsibilities along with the actions that must be taken by each player (procedures) in the order that they must be taken.

In order to properly communicate responsibilities to the entire team, Play Books contain a list of possible plays that may be called with a graphical representation of each play along with any necessary clarifying information.  

Before we can create a Play Book that can be shared with the team it first has to be created.  Since, as the owners of the business, we have already created our policies in the Rule Book, we can engage the rest of the team to help us document what they are currently doing to uphold or adhere to the policies in place OR they can share what we need to change about our processes to properly uphold or adhere to the policies.

As the business owner it’s important to engage the team in the process documentation process because people support what they help create.  Besides, the people on the front lines usually know more about how the job is currently being done and should be done than we do when we try to have them do it the way we used to do it when we had to do their jobs.

There are multiple ways to document the processes & procedures of a company and most companies utilize a combination of techniques. 

Types of Business Process Documentation

Here are some of the primary types of business process documentation you might encounter or create, especially within the context of advising entrepreneurs in the property management sector:

Process Maps or Flowcharts

These visually represent the steps in a process, showing how tasks flow from one to the next. Process maps are excellent for providing a quick, at-a-glance understanding of a process, highlighting decision points, and identifying potential bottlenecks.

Standard Operating Procedures (SOPs)

SOPs are detailed, written instructions designed to guide employees through specific operations. They are crucial for ensuring consistency and quality in tasks, reducing misunderstandings, and providing a clear basis for training and accountability.

Work Instructions

Similar to SOPs but more detailed, work instructions provide step-by-step guidance on how to perform a specific task. They often include information on required materials, tools, and timings, making them essential for complex or critical tasks that require precision.

Business Process Narratives

These are textual descriptions of a business process, providing a detailed account of the steps involved, the roles and responsibilities, and the desired outcomes. Narratives are useful for understanding the broader context of a process and the rationale behind it.

Checklists

Simple but effective, checklists ensure that all steps in a process are completed. They are particularly useful for repetitive tasks, helping to avoid omissions and ensuring compliance with required procedures.

Business Requirement Documents (BRDs)

BRDs detail the requirements for a project or system, including the objectives, stakeholders, and specifications. They are crucial for ensuring that new initiatives meet the business needs and are aligned with strategic goals.

Gap Analyses

Though not a form of documentation per se, gap analyses are crucial for identifying the differences between current and desired states. They help in understanding where improvements are needed and in planning for changes.

Conclusion

Focusing on creating clear and concise documentation such as SOPs, process maps, and checklists can significantly enhance operational efficiency and team performance. Requiring the use of these documents in the daily operations of the business can help you transition from business operator to business owner as you leverage structured processes and clear guidelines to delegate tasks and manage your businesses more effectively.

Next week

Next week we will discuss Positions (Roles and responsibilities).

Critical Component “Positions”  outlines the specific roles and responsibilities assigned to team members, ensuring that everyone knows their position, duties, and how they contribute to the team’s success.