STANDARDS are predetermined values that dictate an expected result as it applies to any product, service, conduct, or effort.

In the absence of standards intentionally set by the owner, any one else can influence an environment organically, imposing standards other than what was intended.

ETHICS are a disciplined allegiance to one's, or a group's, subscribed values.

In business, subscribing to the right values can earn the respect of employees who value working for someone they can trust.

Customers value the same traits employees have, knowing that where they put their money will never put their trust at stake.

INTEGRITY is the result of doing the right thing, every time, despite circumstances, whether in public or private.

Integrity is a key ingredient of a good reputation, one that, like Ethics, takes sufficient time for those on its receiving end to accept its validity.

A diamond has 58 facets.
A business has as many as it needs.

Each facet reflects a business responsibility that should be well-managed. Most facets are common, some are unique, some
more important than others. Owners discover what facets are, or are not, in their wheelhouse, but, either way, the owner must know and manage each, even if it is delegated. Collectively, the better the facets are managed, the stronger the whole becomes.

The need to manage each facet never wanes. Disregarding any of them has consequences of one degree or another, which is easy to do in the real world, day-to-day scrum of activities that seem to stagnate well-intended efforts. Add setbacks like lack of time, stagnant to-do lists, full schedules and weariness. A real progress killer is dormant apathy, causing quiet procrastination due to inadequate knowledge, capability, or understanding of certain topics.

Each of these frustrate good intentions and weaken a business's soundness.

OWNERS


PRECISION DECISIONS
The consequences of a poor decision will announce themselves the moment it goes into effect. A good decision has as many ingredients as necessary to out think unwanted consequences. The process of making a good decision is vital to achieve the result with minimal, negative impact, including peripherally.


THE BURDEN
It's difficult to appreciate the weight business ownership imposes until it's carried. The cliche, "Have you ever had to make payroll?" symbolizes the responsibilities each owner carries every hour, day, week, month, quarter and year. The burden will continue, but how it's managed will lessen its load.


SUPPORT SYSTEM
No matter how experienced they are, owners should have a network of contemporaries within their sphere, especially those who have greater standing than themselves. The relationships can be valuable to both parties. In turn, owners can be a mentor for those who are less experienced then they.


EXPERIENCE LEVEL
Owners discover how circumstances reveal what they know, or what they think they know. Once employees arrive, they will see for themselves. Learning is a gradient process. How you evolve beyond areas of less strength will help expedite the process and earn the respect of subordinates.


DISPOSITION
An owner must reflect their role in title, bearing and substance, demonstrated in circumstances. Be wary of trespassing on the boundaries of improper behavior, of which there are many. For example, never complain to a subordinate.


PERSONAL LIFE
It's is common to separate an owner's personal life from employees, if only to maintain bearing and to buffer a side of life that will be a refuge from the responsibilities of work. It can also be a safeguard from ill-intended employees.


THE BUCK STOPS HERE
The owner delegates what the business does and how it does it. The size of a business will dictate how much responsibility will be delegated. The hierarchy of the management structure will determine who does what, but, ultimately, the owner takes full responsibility for the actions of managers and the business who take their delegation seriously. The owner should be sufficiently connected to be aware of all relevant matters. If something happens, it falls to the owner's desk.


CAPABILITIES & INSUFFICIENCIES
Everyone has a unique skillset that evolves from education, training,
experiences and an inner drive that is satisfying while performing it.
The opposite are hated, irritating, dry and boring tasks, nevertheless,
both sets must be performed successfully.


THE "VISION"
An important, fundamental aspect of a business. An individual's idea for a business is birthed through great labor - pain and strain from many factors during its development. It's an important process that needs to be understood, because that vision becomes a permanent part of the business.


THE TORCH HOLDER
The owner is the Torch Holder, the person who, in concert with the Vision, illuminates the direction the business should go.

Facets by
Category

A sampling with brief descriptions.

LEADERSHIP

ONBOARDING
A commonly overlooked or flippant welcome process that when performed correctly is critical to establishing a proper employment foundation for new employees.


DYSFUNCTION
A symptom of one or more problems, either with operation or inter-relationships or both. Avoiding it makes the issue worse. Dysfunctional individuals, group, managers or departments can rot hierarchical structure, productivity and more.


COACHING UPWARD
Good employees are rarer today than they have historically been. In contrast, issues with poor employees are more common, so it's prudent to
cultivate and improve good employees with coaching.


CONFIDENTIALITY
Treat confidentiality with the respect it deserves and the obligation it requires. Contrary to current social trends, not everyone needs to (or should) know about business or personal information.


OPERATIONAL PROCESS REVIEW
Selling widgets or services have processes. An objective review of how the process flows may identify inefficiencies or hindrances that aren't known.


PRODUCT QUALITY LEVEL
Markets exists for widgets manufactured to various quality levels to satisfy consumer needs. Does the product being produced today
still meet the standards that were intended or established?


TORCH BEARERS
Managers are representatives of the owner and business. They have a philosophical duty to carry that torch, not theirs.


REPUTATION
Do enough things a certain way for long enough and a reputation forms on
its own, but the thing being done must be directed and managed to get there.


CONFLICT RESOLUTION
Internal (employees) and external (customers and vendors) conflicts will
occur. Equip your staff to handle the resolution your way, not their way.


TURNOVER
Turnover beyond today's abnormally high rate can indicate something is amiss. Are exit interviews being performed? Is it one big problem or a plethora
of issues that keep employees from extending roots?

No or low repeat customer activity is also an indicator, but for different
reasons that require similar solutions.


FINANCES
What are funds spent on, in what proportion to other expenditures, and is it a prudent cost? How many widgets must be sold to pay for the cost of an item?


LEADERSHIP
A leader cares and, with insight, recognizes and initiates the correct response to a situation, despite circumstance, to the benefit of those it will effect, over an established period of time.


MANAGEMENT, HIERARCHY & PEOPLE
"Right Person, Right Seat."
The simplicity of that statement belies the complicated nature of bringing it to pass. It is important that good people are hired for the right position, to insert leaders (not just good employees) into management positions. Each person in the hiring process is a gatekeeper for your business. Equip, empower and encourage them to make quality hires.


SUBORDINATE DEVELOPMENT
Managers have the selfless responsibility to encourage and develop their staff to increase their capacity, knowledge and experience for professional career advancement, even at the risk of promotion out of the department or business. The loss is beneficial to other employees who recognize the benefit of advancement.


ADMINISTRATION
The job isn't finished until the data entry is done. Office staff perform important functions, so hire diligently for those roles. "Paperwork", digital or otherwise, should be performed according to standards, kept current, bills paid on time, accounting correct and office technology not archaic. Administration is fundamental element of a successful business.


UNIONS
If not currently unionized, keep the union at bay by developing a culture
that will encourage your employees to repel what is being offered. If unionized, several tenets will help to dispel the tension that typically exists between
both parties and make CBA renewal easier and docile.

VALUES

EXCELLENCE
The deliberate craft and conduct of a person or entity whose watermark
is as high as can be achieved within the limitations of the will and
resources to perform it.


"IT'S JUST BUSINESS"
A dismissive statement that attempts to excuse any unethical, selfish gains at the expense of another party. It is unacceptable conduct.


BEHAVIORS
Tardiness & absences, profuse or loud speaking, and poor hygiene are just
a few examples of difficult employee traits that must be managed.


PURPOSE
A meaningful destination navigated by intentional, contributing influences. Purpose gives meaning to all aspects of the business, helping those
involved to remain focused when overcoming challenges.


PROFESSIONALISM
An broad term that implies all services and behaviors are at the highest level, incorporating all aspects of business and personal conduct.


WORKSITE PROTOCOLS
Working in residential, commercial and away-from-office job sites
invites the need for standards, protocols, and rules.


CUSTOMER EXPECTATIONS & PERCEPTIONS
Most often, a customer doesn't realize the full spectrum of expectations
that lie dormant within them until one or more of them are pinched, and
then a response ensues. Know what those expectations are by
gaining a business-facing perspective.

HUMAN
RESOURCES

POLICIES
Ensure that all legally required policies are current and on file. Create
as many discretionary policies as necessary to establish standards,
boundaries, rules and regulations. Legally compliant policies are effective,
useful tools that benefit the business and employees. They become invaluable for disciplinary and termination actions.


EMPLOYEE MANUALS
An employee handbook informs them about procedures, guidelines, company’s values, history and purpose, which are helpful to get clarity when needed.


INTERNAL HIRING
Hiring from within is a valuable, noticeable benefit to those whose work has warranted acknowledgement. The positive domino affect will show others that good work will be rewarded. There are important elements to the process that can increase effectiveness and positive impact.


DISCIPLINARY PROCESS
An employee that exhibits behaviors contrary to policies or falls short of performance standards should be subject to escalating discipline with termination as a potential result if improvement does not occur. The process entails several elements that are simple, helping to reduce the awkwardness of the confrontation.


REVIEWS
Reviews are a substantive tool with impressive value for the business and employee but only if it is performed regularly and correctly. They aren't,
because everyone hates reviews and the process. An effective, simplified version, with adequate instruction, makes the process palatable to all parties. One of the most overlooked, effective tools in a business's arsenal.


PROMOTIONS
Promotions are an internal hire. Be sure to consider all ramifications of the move, how it will effect the departments effected and the people involved. It is a hefty decision that requires thoughtful consideration to promote positive impact.


ANNOUNCEMENTS
Not the innocuous task that it is often presumed to be. Consider what
factors should be included in an announcement so that it is productive
and reflects well on the business.


SECURITY
Protected information must be managed securely. It includes confidential business, employee's personal, medical, employment and payroll data, and client information, among other things. Ensure the network and facility security is adequate. Data breaches require a response, usually within a specified time, and typically contacting the state's Secretary of State's office.


TERMINATIONS
Terminations require a controlled environment for privacy, safety, and respect for all concerned, including non-involved employees. Of the elements involved in the process, the most important is to escort the employee out of the building with no deviations to the route during the highest risk portion of the event.


TRAINING
Identify what employees should have annual or periodic training, such as
with a position or duty change, then adhere to a schedule.


SAFETY
Employee safety is the greatest responsibility a business has despite it
being the first and easiest responsibility for everyone to ignore. Encouragement and promotion of safety must be genuine and start from the owner. Incubating a strong safety culture is not simple nor easy, but it is necessary to ensure all employees go home the way they left.


HIRING PROCESS
Each person involved in the hiring process is a gatekeeper tasked with only permitting the best qualified hires into the business. An untrained, undisciplined participant in the process can easily resemble an antagonist by not being skilled or effective with interviewing. Ensure the process has integrity, do the grunt work, require multiple interviews with objective interviewers - all before allowing a stranger into the fold.


JOB DESCRIPTIONS
A job description for each job thoroughly identifies the responsibilities, requirements and physical and mental demands required to perform that work. It is useful for classified ads, worker's comp claims, promotions, and more. Review for accuracy annually.


EMPLOYER & EMPLOYEE EXPECTATIONS
Each party has expectations of each other, but dialogue is rarely put on table
for the both parties to learn about the other and consider if there is a fit.
"Find out as you go," should not be the motto. Be intentional with
both-way expectations, engage proactively with them, especially at hire and then periodically and reviews.


WORKER'S COMPENSATION
State law dictates most aspects of an injured worker's compensation program. Within the program the employer can dictate certain, important factors that aid in the quicker return of the injured worker and also lower costs and premiums.


EMPLOYEE CULTIVATION & ENGAGEMENT
Engage employees in activities that are unusual, fun, and productive for the business or the community. It creates a framework of inter-departmental connections that might otherwise not occur, increasing the human bond
and encourages their roots to grow into the business and each other.

BRANDING

BRAND
A business's brand is what projects outward for anyone to see. Good, bad or just blah - a snapshot of everything a business does, how it looks, behaves, what it produces, all reflects towards the customer and that's the brand they see. Does it reflect well? Does it put them at ease and compel them forward? Is it powerful?


SIGNAGE
The first rule of signage is: are the critical parts (business name, what it does, contact information) readable, at a distance, while moving? Does it match branding?


LOGO
Is it unique, readable, does it grab the eye? Hire a graphic designer (typically not costly) to create a unique, readable logo. It should be sized correctly, using the brand's colors consistently.


BUSINESS CARDS & OTHER
MARKETING MATERIALS
Once the logo is finalized and the brand standard fixed, ensure that everything denoting the business has the same signage, logo, information, colors, etc.


CONTACT PROTOCOL
Businesses appreciate Automatic Phone Answering systems because they efficiently screen inbound calls to the correct department, but everyone hates them because few have improved the prompt process. Do that, and then review all other methods of calls, emails, texts, faxes and messages left on the website to make ensure the process is as caller-friendly as you can make it. Then review the outbound version of the same.


UNIFORMS
Depending on the job type of the wearer, standards will vary. Generally, uniforms should be clean, unwrinkled, have a logo, and be serviceable. Other accessories, such as belts, shoes, socks, etc., should be standardized.


BEHAVIORS AND HYGIENE
All employees should comply with stated behaviors and hygiene standards, but especially so if facing the public. Customer-facing employees should be trained on the elements of proper, professional behavior.


COMMUNICATION PROTOCOLS
Establish standardized protocols for phone, email, voice mail and texting. Establish maximum reply delay times for those who contact the business, what is permissible for communication, standardized email signatures and the elimination of personal sentiments, and more.

SUMMARY

There are many more, but these were samples of various facets an owner must oversee. Anything can be greater or lesser than the sum of its parts. This is true for business, given its immensity, even for a small enterprise. As the owner, take a step back, look objectively, and see what the realities are.

List anything that doesn't measure up to your standard and place the list on top of your desk. Put it where it will be in your way. Keep at it. If you stop, start again. It takes more to be better. Keep plugging at it.