MENU Process Documentation Best Practice #2
#2 Understand & Engage Stakeholders from the Very Start.
A process documentation project may seem like one that does not require change management activities, especially if we are “just capturing the as-is.” That can be a fatal mistake. To achieve high-quality outputs and to make sure the work products are truly put to use, it is imperative to identify your stakeholders, analyze their needs, and take actions to create buy-in up and down the organization chart.
Remember, your process expertise and operational wisdom do not come from consultants (internal or external). They come from your process performers, managers, and even your customers. Early on, we must identify these various stakeholders and make sure everyone understands the why, the what, and the how. That ensures we have the right people/knowledge in the room and that those people are committed to process documentation success.
Ongoing engagement with the process participants results in both “ownership” of the SOPs and support for any process changes and enhancements. Securing their “skin in the game” greatly increases the odds of success for the implementation of any operational improvements.
A successful process documentation initiative takes time and unfettered participation. People who understand the work must show up and openly share their experiences. Managers and supervisors must allow their employees to invest the necessary time. They must also give them the freedom/safety to provide critical feedback and recommend changes. Senior managers must be ready to insist on standardization, new performance metrics, and ongoing governance of the process documentation so that the initiative delivers ongoing value. These outcomes are a result of thorough stakeholder analysis and a comprehensive communication plan.
Key considerations during stakeholder analysis include:
1. In whose brain does critical knowledge reside? The answer is not always obvious. Institutional knowledge is often in the head of process practitioners with the most experience. Sometimes it is a member of the support staff who has the best sense for when the process works well versus when there are hiccups. In other words, it resides not with the person who has the title, but with the person who cleans up problems when they occur. Many times, critical knowledge comes from an internal supplier or an internal customer. A stakeholder identification table will help you work through this question.
2. What do we need from our managers? Obviously, for the initiative to be successful, we need their staff. Sometimes we need the manager in the room because he or she has critical knowledge. Sometimes we need the manager to stay out of the room so that their workers can speak freely. Finally, we need the manager’s commitment to supporting and implementing any improvements that are generated. It’s not just about getting a good work product; it’s about making sure it’s put to good use.
3. How do we get buy-in from everyone in the organization? The WIIFM. (What’s In It For Me?) This includes senior management. They might not participate in the project, but they have to sign off on the investment. Be clear on the business return. Will crisp process documentation mean better performance and fewer headaches for managers? Will it make life easier for people on the front line? The answer to these two questions is almost always “Yes,” but don’t assume that it is understood. Communicate the benefits to drive buy-in and eliminate any fear.
On the subject of fear, don’t underestimate how lack of upfront communication can lead to people questioning the goals of your process documentation project. In a funny yet on-the-mark cartoon from more than 30 years ago, an engineer is asked to capture process documentation from his colleagues. They are worried they will lose their jobs if they tell him how the process actually works. In the final panel, the engineer confirms, “You say you use flying monkeys to deliver the finished design?”
I have seen the same in the real world. Once, during a three-month check-in with a CEO, I shared with him that the project was going well but a few people were saying they thought the real goal was downsizing. The CEO was dumbfounded. “I have made it clear from the beginning that this is about improving life for everyone. No one is going to lose a job. How many times do I have to say that?” My response: At least one more time. It’s better to over-communicate than to under-communicate.
Rigorous upfront engagement ensures buy-in and provides necessary context so that the process documentation work products serve both its real users and critical business objectives.