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We
all know the glass isn’t always half full. Sometimes it is half
empty. Being prepared for worst case scenarios can turn mishaps into
opportunities. Take the time now to save your business later.
As
the business leader, your eyes should be set toward the future. And part of
that vision should include anticipating what might go awry. Your
managers and employees should be charged with monitoring operations and
day-to-day business. Constant monitoring and assessing will alert all to
potential problems in the future. Fix small problems in processes and
systems now to avoid major disasters later. This not only applies to
operations and internal systems. Keeping apprised of market changes and
forecasts can help you shape your business now to avert any problems or
fluctuations in the industry later.
When
it comes to safety issues, avoid simple answers. Plan
and practice fire and natural disaster drills. If you have automated or
computerized processes for checking and identifying potential dangers or
hazards in the workplace (i.e. leaky valves, disconnected hoses or faulty
machinery), don’t simply rely on them. Be sure to institute checks and
assessments by humans regularly. Document processes and results and make
sure that team members are regularly updated on any changes in
procedure.
Train
your team to notice details and be aware of changes. Pay attention to
all aspects of your operations and charge your team with identifying early
warning signs of any possible problems. Clearly identify what situations
they have the power to address and fix (i.e. rectifying incorrect charges on
invoice) and those they do not (i.e. overhauling the billing and collections
process). Identify and communicate the process for what team members should
do if they notice a pattern. Clarify processes for rectifying repeat
problems that may indicate a larger problem.
Flexibility
is essential to dealing with unexpected problems or disasters. Encourage
people to think outside of the expected and to solve problems themselves.
This will prepare people for dealing with emergencies and long-term
problems. Consider taking five or ten minutes out of a regular meeting to
work on brain teasers or identify and solve a recurring problem. Keeping a
team focused on potential problems better prepares them for actual
instances.
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