So you’ve decided you’re ready to start outsourcing some of the tasks in your business. You know you’re ready, but you’re not sure your business is…. How do you get your business VA ready?
Determine what you’re going to outsource
I have a 4 step process I like to use, and it always starts with getting everything out of your head. Make some time to start a list of all the things you do in your business, it doesn’t matter if it’s big or small, takes 1 min or 1 day to complete. Get it all out of your head.
Then take a step back and review all of these tasks
- Does it HAVE to be done?
- Is it taking you towards achieving your business goals
- Does it bring in sales and income into your business?
- Is it your zone of genius
If the answer is ‘No’ to questions 1-3, then eliminate it! Seriously, it’s taking up time and energy and not giving you any benefit so stop right now.
Then, look at all the tasks you answered ‘No’ to for No 4. These are the things you either want to automate or delegate. Go through that list and identify everything that you could outsource.
Document your processes
One of the most important things you can do when outsourcing some of the work in your business is to have clear systems and procedures in place. Yet this is often the step that people skip or resist the most….
Having documented procedures allows you to set very clear expectations about what the work that needs to be completed, and how you want it done. Without this the people you delegate to can only make their best attempt at understanding what it is you want. They are not mind readers!
A clearly documented process means that whether you are doing the work or someone else, you’ll always get a consistent outcome.
It doesn’t have to be overly onerous, just create a document and jot down the key steps, and detail when, how, and with what tools it’s completed. Recording a quick how to video is also a great way to show people how to do things, as well as having it in written form for them to refer back.
I wrote another blog a while ago all about how to document your processes. Check it out here if you need a bit more detail.
Have process for managing your tasks and projects
This is the way you’ll manage delegating work to your team. A tool like ClickUp can be really powerful for this.
- Setup a project for your business tasks
- Add in all the regular tasks that are completed every week, fortnight, month etc and set them up with recurring due dates
- You can also use this to add in any adhoc tasks you might delegate to your team
- For all the tasks add a link to the procedure doc from the step above, so it’s always accessible if anyone needs to refer to it.
- Add sub-tasks where appropriate – I like to use these as a checklist of all the key steps that can be ticked off as you go, and also ensures you don’t skip any steps
- Make sure that your team has all the info they need to complete the task. You want to avoid any unnecessary back and forth between you as this will slow things down.
Onboard your new team member into your business
This step often gets overlooked, but it is so important to help make this person feel part of your team and to start to build a mutually beneficial relationship. Take them through an overview of your business, what it is you do, the services you offer, the content you create etc. And then explain their part in the overall process, where they fit into the bigger picture. Then show them what you want them to do, and your expectations of them. If you don’t communicate this, then how will they know?
- Share access to Google Drive or dropbox folders
- Setup Lastpass (or similar) and share access to your apps securely
Review and refine
- Ask your team for feedback on what’s working for them and what’s not
- Always be looking for ways to improve and refine
- If they’re creating new systems and processes, ask them to document it for you. This is especially crucial so that if they move on, you’re not stuck trying to work out what they were doing and how they were doing it.