#177: Stop Letting Your Business Live in One Person's Head

Hello, my friends!

So excited for you to watch this episode.

A little parental advisory: there are swear words in this episode.

So if you got little ears, put those headphones in.

Save this for your car ride between jobs.

Let's get into it.

This is Filthy Rich Cleaners presented by ZenMaid, the podcast where real cleaning business owners share what works so you can earn more, stress less, and make your business filthy rich.

Hello, my friends.

Welcome or welcome back to the Filthy Rich Cleaners podcast.

I am your host Stephanie from Serene Clean, and today we are going to be talking about the importance of running practice absences or practice rounds of people being gone.

Whether that be you, whether that be a cleaner, whether that be an administrative person that you have working in your company.

And the reason this came to my attention is we are having this happen.

It's not like it's the first time that any of my office managers have taken a vacation.

Or a trip, but coming up in October.

I believe let's see, October eighth through the twenty-sixth.

One of my office managers, April, is going to be out of the office and will most likely be unavailable or very limited availability while she is out.

And we are seven years into April working for me now, or she's coming up on her seven-year anniversary.

We're coming up on seven and a half years in business, and there are still things that are not documented.

And this is how we realized it.

And this was such a useful realization this past week in our ops meeting that there are still areas of April's job and responsibilities that live in her head, and this is a problem.

And April is incredible; she's amazing.

I love her, April.

If you're watching this, you know how amazing you are, and this is still a problem because this is exactly what is going to happen with every one of your team members.

Eventually, they are going to take a trip; they are going to have to be out for a planned absence, for an unplanned absence.

People get sick—all sorts of things, right?

So we know this is going to happen.

So we need to be proactive instead of reactive.

Of course, when somebody is out in an unplanned circumstance, there is a level of reactivity to it, especially when we're talking about our cleaning tasks, right?

Like there is some things that you have to go do the physical labor, right?

And sometimes clients need to get canceled on; things need to get rearranged, right?

But when it comes to all of the admin-level of things that need to get done in our businesses, this is where proactivity can really be helpful.

And a lot of times, especially when I'm having consult calls with you guys, or I'm getting Email questions from you and you're like, "Hey, I'm having a baby in like a month," like I really want to get one of my cleaners into the office, right?

Or what should I be doing?

And I'm just—I just want to be like.

Well, we should have been thinking about this a couple months prior because the ideal time to start figuring this stuff out is now.

It's not when the person is gone; it's not a week before they're gone because then you start to panic.

So, this is proving to be a really fruitful exercise for us because we have time still—we have just under a month out—and we are putting several things into place to prepare for this.

And so I want to outline what that's looking like practically for us, so that you can take it into your business and run practice rounds.

And it may be that you don't have anybody leaving right now, but what if we pretend?

What if this person was going to be off?

What would happen?

What happens if this client or cleaner calls out?

What happens if all of a sudden somebody limits their availability or gets sick?

Sick or whatever, like what's going to happen?

And of course, at the end of the day, as the owners, we are usually going to be the ones doing the most.

Until you get to a certain level, right?

And so for most of our listeners here at Filthy Rich Cleaners, you guys are still doing the most, right?

And so you may just start bringing people in to the office.

So you could be looking at your responsibilities.

What happens when you want to take a vacation or you are sick or X Y Z?

So the nice thing is it's easier to run a practice round on yourself, I think, than other people.

So we will run through what that looks like.

You guys know I've mentioned if you are a listener, I have mentioned the book *Buy Back your Time* several times throughout.

Many, many episodes because it was such a valuable book to me, and it helped me really introduce a lot of the concepts that we have put into practice at Serene Clean.

But there still is clearly room to implement those lessons.

And so let it be known: we are not perfect; we still have a ton of room to improve.

Serene Clean, and this is a perfect example.

And I'm so grateful that this came up now because it is pushing us to grow as an operational entity, meaning the manager team, the management team is able to grow together because of this planned absence.

And it's like really pushing us to look at every single role of like okay, great, like now that this is happening in this particular aspect of the administrative work, what about the other areas?

What happens if Crystal's off?

What happens if Katie's off?

Is there anything that's not documented?

How are we going to rearrange the workload and literally divvying up the tasks and when are they due?

Like getting really nitty gritty, so let's just get into it.

I want to explain how we worked through it and what made us realize this.

So last week we had our weekly operations meeting which we do every single Monday for two to three hours.

Which I know you may be like, Stephanie, what could you possibly talk about?

Well, you guys know I can talk, that's not a problem, but what could you possibly like have to talk about for?

Hours every week, we oftentimes go way over and we need more time because there's just so much.

There's so much, and I find this to be one of my favorite parts of my week.

It really makes me make sure that progress is continuing on Serene Clean and all of the departments are moving forward and getting their questions answered.

We are uncovering things that are problems that maybe we did not realize before.

So, one thing is really sitting down and having time and going through like every area of the business, of like what is going on in that, and basically doing—we have an agenda for our ops.

Meeting—and so, even if you are a one-man band or one-woman band right now, I think that setting aside time to go through the departments on a weekly basis and be like, "what is the status here?"

What do I feel good about?

What's not going well?"

And going over the numbers.

So, before we even get to this, obviously understand—like, understanding what you should be tracking—is the first and foremost thing, which I know I've done many episodes at.

Tracking all of the time, but that's going to be the ground zero of what you build an operations meeting off of is going to be the numbers, right?

Because we start talking and analyzing the numbers, and that is the basis.

There's a lot of things that also get talked about in the ops meeting.

Of course, things like, well, who's the problem child this week?

I jokingly say that every week at meeting, like which staff member do we need to be watching, like going through all of the staff members, what's going on with them.

Going through the hiring and what the pipeline is looking at, looking at the ads, looking at the marketing, looking at the close rates.

Like, right, like, that's what that's what it is.

Tactically, you're just going through and getting a state of the union, if you will, and figuring out where everything is progressing on our different areas and projects and stuff like that.

So, number one thing I think is it is really valuable to have this time, and so this is when this came up was last Wednesday.

Is we knew April's absence is coming up.

The first thing I want to say is that we need to be treating a planned absence like any other responsibility.

An audit, not an emergency because this isn't an emergency.

We know it's coming; we've known it's coming, which is fantastic.

This is literally the ideal situation.

Not every situation is going to be like this.

Most times when people are gonna be absent, it's not typically planned because something is happening right in their personal life.

So this is a perfect opportunity for us because it is planned.

So this is like the perfect runway for trying out what I'm about to describe.

So for you guys, when I say if nobody has a planned absence, could you pretend?

If you had to pick a date two months from now that your admin person or you are going to be off for a week, for two weeks, right?

What would break?

What would not work?

And then you just start granularly breaking it down.

It may feel like well everything would break because they do everything.

Okay.

Well, let's start with the first thing.

What would be the first thing that breaks?

And then we start to document that.

We start to explain.

And we start to put due dates on it, right?

So what we did then is we worked through the calendar that she is going to be gone and looked at like daily tasks, weekly tasks, sporadic tasks.

Okay, so that would be what I would do for you: I.

Would work through like what needs to get done every day by, this role or person, what needs to be done every week, and what needs to be done sporadically, or maybe it's like a rotating basis.

So, for example, with April's position, she is my payroll and accounts manager.

So she runs all of the payroll; she does all of the invoicing, anything to do with billing or payment—that is her she also ensures that all of our credit cards are paid on time, with all of the transactions if I could speak, holy crap!

All of the transactions are categorized correctly.

She is doing that.

She is going to be paying any manual bills that are coming in.

She is going to be processing checks.

Literally anything to do with accounts receivable or accounts payable that is April's responsibility.

So the final area is going to be then inventory, is her other responsibility as inventory, and there are other things like maintaining vacuums and some miscellaneous stuff, but these are the heavy hitter responsibilities of her we started just going through, okay, what happens?

What do you do every day?

Like what do you need to do every day, and start diving it up.

Cool, invoicing needs to be done every day, well, who is going to do that?

And we kind of like talked about could we divide it up amongst the rest of us.

And then crystal said, awesome, I will take on invoicing.

Crystal is going to handle invoicing.

Done, cool, and all of the invoicing notes are within that client's details in ZenMaid, so we have the details how much they should get charged.

Like everything that crystal needs in order to fully complete invoicing, is there on the residential side?

On the commercial side, though, we had some gaps.

So, for example, I started digging into April.

How do you know when to do the invoices?

Meaning, the commercial invoices—the ones that are not done after every single service.

And this is where we realized that there were some things that were still a little bit spread out.

So, we have as you guys know and you're probably sick of hearing about ClickUp.

We have really moved towards moving everything into ClickUp as much as possible because ClickUp has due dates, it has subtasks, it has recurring tasks, and so that is really what we're moving towards.

But previous to that, my managers had really used Outlook for a lot of their reminders.

So, you know your Gmail, which I know many of you guys are probably using your email or other basic like to do list that type of thing for your what needs to get done and when right?

And so for us, we really want to keep our email tasks set to like meetings, like that's what I keep my email for.

Email all of the things in my calendar are only related to meetings where I am having to communicate with another person that is going to be in my email.

Everything else is in ClickUp because that is a task management tool.

I need to do my meetings, and they are also in ClickUp so that I can see everything I'm doing that day.

But otherwise, what happens is things kind of get spread out, like do I need to do something or do I need to meet with somebody?

For all of the invoicing, you know, a lot of that is automated because it's set up on a regular cadence.

We just have it set on auto-invoice in QuickBooks, easy peasy.

But there still were a couple that the reminder is in April's Outlook on the first and the fifteenth to remind her to send the invoice.

Right.

That's not the right place for it to be.

It needs to be in ClickUp.

It needs to start getting moved over there so once we started asking questions about like, are there any invoices that are unusual or anything like that?

And that nuance is where things can get really messy when somebody's out because it's like, great, you got like ninety percent of the thing.

Right?

Invoicing, ninety percent of that is good, but all of these kind of like edge cases is where things can get really messy.

And so it's a perfect example of where we can make sure that process is in the right place and tagged with the due dates, so that nothing gets missed.

So that was an invoicing task.

There were some other things that were still in our head, right?

So things like reordering for our largest account—like where do we go for that, right?

Because the task was in ClickUp, meaning reorder, like check supplies for that account, right?

Because we do order our like stuff directly to that account; it's kind of an outlier, right?

So it's like cool—you need to reorder—but where do I go for that?

What spreadsheet is the correct one to go to for reordering that stuff?

So it's painful, guys.

When I describe everything about what I'm describing in this episode, it's really fucking boring and nobody wants to do it, but it must be done.

It must be done, and it is just something that you need the discipline to slog through.

And once you do it once, it does get easier and the gaps get smaller and smaller as to what, like, what needs to be done, right?

Because most of April's job is has been documented really thoroughly, but these are the little gaps that would trip us up, of like being able to complete something fully, right?

Like, "cool, I need to check the supplies for this one account, right?"

The big, the big account, great, I see that task I see when I'm supposed to be doing it, but where do I go to do this, right?

So there was a gap there, so literally running through everything from start to finish to completely have that thing done correctly.

What does that look like?

And then any gaps we need to fill those gaps right.

That was one example.

Another one was the credit card payments.

You know, the Amazon card.

We have two credit cards.

The Amazon card is on auto-pay.

The Chase card is not.

So, what do we need to do?

We need to assign it and click up with the due date and the link to the how-to, the login, all of that stuff.

So, like just making sure it's like cool.

We know we need to pay the credit card, like we know we need to do that.

What does it mean to do that in completion fully and that nobody ever forgets it again?

It needs to have a due date.

It needs to have a recurring task, right?

And so, this is why.

Like, I know you guys are sick of me talking about getting a task management software, but it's just I.

Honestly, can't believe we were able to like do anything before we implemented one because it just makes all of the like, it's so overwhelming, right?

Like I know how overwhelmed you guys are.

I know how overwhelmed I was and how sometimes I still get even with a task management software.

So, at the very least, if you don't want to have some type of software for this, be do like religiously using your email like events or todos and making sure you're setting due dates.

And you treat that thing like the Bible.

Like, we are going by this.

This needs to be done, then, because if you don't, if you don't have the discipline to use something like that, things can go wrong.

Are really gonna fall apart?

Like it's going to fall apart because as soon as you do want a vacation, as soon as somebody is off and all of a sudden you're like cool.

This is the list of things that, like I'm sure you know, all the things that you do right.

But when do they need to get done?

Like really start separating.

Like a good exercise may be to like really start separating your tasks by like daily, weekly, monthly, and sporadic.

Like just like create a chart and start brain dumping.

Like what do I do every day?

What needs to be done every day?

And then we start working through each of those and documenting each of those.

And it is a slog.

Quick little break here.

If you have ever been listening to the Filthy Rich Cleaners podcast and thought oh my gosh, Stephanie would die at this story, well guess what guys, I want to hear that story okay.

We are looking for guest applications for the show, and I know many of you have never been on a podcast before but those are my favorite episodes.

To be frank, is the owners who are just here to share their stories?

So, if you are an owner who wants to share your story or Perhaps you would like to have a free consulting call with me and ask me your questions live for everybody else to learn from.

That is also an option, and then finally, if you know somebody in our industry, you have a friend or somebody that you look up to and have learned from, who you think would be a good reference.

Be a great guest option for us, please go to the link down in the bio, and we would love to see you apply or nominate them, and we will take it from there.

And I would love to have a conversation with you and get to know you more closely.

Back to the show: I am going to recommend a lot of you.

Guys, like, really like the idea of an SOP, which I understand, but your version of an SOP is like a booklet with pictures, and all of these things, and I do not recommend you go that route because things change, right?

Things change, and doing instructions like that—it's so much work when you don't need to do it that way.

When software like Loom exists, right?

Like you—I've mentioned Loom before.

Many times, this is a perfect example of the ideal reason we have Loom.

Is so you can just record yourself, right?

Record yourself doing the thing.

You don't need to make a booklet or anything like that.

Quick and dirty.

Attach that Loom.

You know, you could take the transcript, give that to AI, and say, Hey, make a checklist for this.

I love a checklist outside of the field too.

A checklist in the office is amazing because it's like boom, boom, boom.

Just do it this way, and then now you do have written instructions.

You have a video that goes along with it.

You have the due date, and you have all the links that are associated with that task.

Boom!

Now that is fully documented.

It is ready to go.

It's ready to pass off.

And if something changes, it's very easy to just re-record the process or add a little note about what changed, like at minute blah blah blah.

Do this instead, right?

So, all of that to say, that's what documentation truly looks like.

You do not need to make a 30-page SOP for anything; nobody is going to read that, and it's a waste of your time.

So please, please, please start using screen recordings.

And again, Loom is very, very affordable—just highly recommend.

Okay, the next step that has been crucial for us is doing practice runs before her absence.

And so, the practice run specifically that we're talking about is running payroll.

Okay?

So payroll is definitely the most time-consuming and complex.

Part of April's job, and it's not something that you could just give somebody instructions to do something, and we would feel comfortable that they're going to get it right the first time, right?

Because there's so much variance; there are so many random things that come up with payroll—payroll, right?

What if they have something that we need to reimburse them for?

What if there's a random "whatever" like there's just so there's so much random shit that goes into payroll to make sure it's accurate.

That we are not comfortable with just being like, okay cool.

We don't need you to show us it.

We don't need to run practice runs.

You can just hand off right and really for most things we don't want to do that.

We wanna watch the person.

We want them to practice it and then us check it right or whoever is responsible for that task originally they check it.

It's just like honestly how we do ideal client handoffs in the field when we are switching off a client to a new cleaner right?

Like the ideal situation is the current cleaner has the new cleaner go with them to at least two appointments, and then it is now that other cleaner's client right?

That is the ideal because they can see the home even though we're following our checklist they can run through.

They can make sure everything's perfect at least twice.

And then it is not that handoff that transition is beautiful, and it's very likely that the client is going to be happy.

So we treat that with some of these more complex office tasks in the same manner.

So, for example, payroll.

Veronica, my executive assistant, is going to be doing payroll while April is out.

And there's a couple reasons that we decided to do it that way, because the really main one is.

Instead of Katie or Crystal taking on payroll, we have Veronica available for work.

But the more complicated thing than payroll is client communication and rearranging schedules and all of these other things.

So we would rather Katie and Crystal do anything customer-facing because they have all of the context they need.

They've talked to these people; it's going to be much easier for them to take any of that communication on and stay open for that as opposed.

To doing payroll, which we can train her to not have to talk to anybody or anything like that, because there is a time difference as well.

So it made the most sense for Veronica to take this on instead of the other managers.

Additionally, like there's a decent amount of time to get payroll done because it's due on Thursday evenings every week.

Instead of with like client communications, this may need to be done very timely; like we need to get back to them quickly, we need to answer questions, whatever.

So it just made the most sense.

Of like really looking at the workload and who does it make the most sense to do that thing right, and so it made the most sense for Veronica to do the payroll.

So the first thing that we did was we had April document her payroll with the Loom and have the AI do the instructions, and then we!

Had Veronica do a test payroll a few months ago basically when because we've known about this for a while.

I think we had her do one.

Or two practice rounds, and April watched her do it and saw where the gaps were in the documentation because she was making mistakes.

And it wasn't Veronica's fault; there were gaps in documentation.

And this is why we do this because when we document our stuff, almost always the first time is not perfect.

This is why I'm like, don't slave over a book or anything like that.

Just document it, give it to somebody else, have them do it, and be like, oh shit, like I thought that was obvious.

It's not because it's not their process tone.

They don't know where everything is.

We just have so much stuff that we know.

In our heads, that we don't even consciously think about when we're doing a process, and this is why we need to have somebody else do it so that we can see where those gaps in documentation are.

So now it's been a couple months; April has made those changes, and now Veronica will be running all three remaining payroll cycles as practice while April is still there to check them right.

So there is going to be three more payroll runs that Veronica can basically draft up.

She does not hit the final go-through right, and April can check over, correct, and make those minor adjustments to any documentation.

So we are going to be golden and very confident that payroll is good.

And then while April is gone, I am still going to be doing the final push-through to run payroll instead of having Veronica just so I can have eyes on it.

I may not catch mistakes, but just like okay, this looks normal.

This looks like everything looks.

Correct, right?

And we can always correct something if something goes horribly wrong.

But at this point, it should be practiced enough.

And this is how we like to slowly give independence when you guys are asking me questions about like how do I, you know, like trust my office staff?

Like I want to go on vacation, but I just don't know.

This is how you do it, all right?

You document something.

You have them practice it.

You see where the gaps are.

You make adjustments.

They practice again, like and until we can get it smoothly.

And the beautiful thing is, once you do this once, right?

Like this is painstaking for sure.

But now that we've done this once and it is fully documented, well, guess what?

The next time April is out, we're good to go.

We're ready and everything is documented because remember, guys, we never know what the future is going to hold with any of our staff.

And this is how you grow a company and allow it to be systematic because maybe somebody doesn't even leave.

Maybe their role changes, right?

Maybe we move it so that, for example, like I could very much see us bringing on a salesperson.

You know.

And so that means that things would shift.

I wouldn't be firing anybody; I would be bringing somebody else in, and they need to learn the systems and processes, right?

So again, we can do this with ourselves.

It doesn't have to be; we have somebody else right now, but you could.

Literally start taking all of your admin work that you do and start running.

It through this pipeline of documentation, so that you are ready and also really figuring out where your gaps are because you probably don't have everything documented either.

Most of us don't, right?

There's always something, and so I think that this.

Is just such a useful endeavor for anybody who wants to grow their business or just run it more smoothly, or foresees bringing anybody in to help administratively in the future, and especially if, like, long term, you guys are wanting to sell your business.

Well, guess what?

This makes it more valuable.

The more that you do this, the more valuable your business becomes when it comes to like a selling point because they want to see systems; they want, a business that is not relying on the owner to do everything, right?

That is not a valuable business to most buyers, right?

So every time we do things, we're making Serene Clean more valuable.

The more that we document, so not—that I have any plans of selling, so nobody email me about it.

But the point is, like if I were to make my business as Attractive as possible to buy, it's probably going to be super well run.

It's probably going to be running very smoothly.

So, what would that look like if I had to sell my business?

If I had to hand the whole thing off, could somebody come in and do the thing?

And if not, or they couldn't figure it out, based on our documentation, then there's still room for improvement, right?

And so that is why we made the decision to start moving everything into ClickUp, managing everything there so that it's universal, and really trying to limit where information is.

Right?

We still have Google Drive; we've got ClickUp.

We will hopefully actually be moving away from Trainul, which I know shocks some people, but with Made Path in the works at ZenMaid, which is going to be a training platform that we can move our orientation to.

And in certain things over there, I hope to cancel Trainul, and then that's one less place to go for that.

So that's super duper exciting!

Actually, just had a call with Amar talking about Made Path this morning, so I'm super excited about it.

I don't know.

When it's coming out, guys.

Don't ask me, but it is in the works and that will save me a bunch of money.

But this is a good, good point of like really using the right software, auditing where all of your stuff is.

And that anything that is a sticky note or in your brain is probably not particularly useful when you need to hand something off.

So I know so many of you want to eventually be able to have a business that does not need you every single day on everything because that just you know that's the worst job ever, right?

And I'm not saying it doesn't have to be that way right now, right?

Maybe it does need to be like that, but can we work towards documentation like this?

And again, things are gonna change.

This can be quick and dirty, and that's why I'm just going to keep coming back to Loom because I think that it's such an efficient way for all of us to document something, get it out of our head, and talk through it, right?

Because a lot of times, like click here, click here, it's so difficult to document that in anything.

Inefficient, right?

So I really like this.

I know there are other software options as well that can watch your mouse move and turn that into an SOP or whatever.

But people like to watch a video; they like to hear it get explained, and they can just follow along with the video on how to do something, right?

So I'm just a big fan of that.

That's how my brain works: I want to follow along with a video or have a very straightforward checklist so I can be like, "do this first," "do this."

And so, yes, I'm a big fan of this.

So all of that to be said, I'm really glad that this happened.

And you know, at the end of the day, I really want to plan for the worst version and then if it's better, meaning April can work sooner than we anticipate, great—that's a bonus.

But I want to prepare for the worst: April is going to be completely unavailable.

What would that look like?

How do we make sure that everything gets done and gets done on time?

That's very important, right?

I don't want to be paying credit card fees; I don't want to not invoice somebody correctly or on time—that type of thing.

So we need to run payroll on time.

Like these things need, happened so this is a really useful lesson, and I'm really glad that it happened so that we can continue to hone and improve the documentation within Serene Clean.

So, I guess my homework for you guys, after listening to this, is that.

I really want you to think about starting with one area, one area of task that you do, or maybe if you do have an office person that they do, that if you had to be gone, what would somebody need to know?

And where would they be documented for them to be successful, right?

And start working through that.

And it does not need to be perfect documentation.

Again, go listen to the book "Buy Back your Time," he really talks about like doing three versions of something.

And what I mean by that is, like, if you're going to run payroll, for example, run through it three times and just record three different times because that will help capture some of those oddities.

And, well, you know, because as you guys know, not every single thing is done the same exact way every single time, right?

And then the other Thing I wanted to mention is, I really am trying to be better about knowing when my other managers are off to understand the flow of the office better.

So for example, when April's going to be off for these several weeks, I'm like cool Katie Crystal, do you have any days that you guys are going to be off during this time as well?

And what needs to get done in your guys' end?

What do we need to rearrange there and looking at the office as a whole entity with Crystal taking on the invoicing.

Another thing that she's doing is she is going to limit interviews because she is responsible for the interviews.

We're also not going to be starting anybody unless it's an absolute emergency.

The first week that April's gone because managing a new staff member is a lot of administrative work and communication.

So if we could just cut that possibility off, the goal is just to keep it nice and steady, right?

So as you guys do take vacations, right?

Maybe don't start somebody the week before, right?

Maybe don't start you know a new client if possible that week like we just try to keep it nice and steady during this time.

These types of times, and really look at okay cool like what could we limit because we're going to be down one woman.

What could we limit as a whole entity of work for the business?

Well, we can do less interviews during those those days.

We can not bring somebody on X Y Z.

Right, there's certain things that could be just paused just to help with that workload.

So, that would be another thing, is like what really really needs to get done versus what can wait until the break.

Right?

So, all of that said, I would love to hear if you guys can leave in the comments what task or is your task.

I want to hold you to it.

Okay, leave me something down in the comments.

What is the task that you want to get documented fully?

With the due date, with how to do it.

The links to whatever things they need and websites or Google Drive spreadsheet that they need to get the thing done.

I want you guys to put it down below.

I want to hear what you need to document and I would love to hear.

Your thoughts in general.

As always, any ideas for podcast episodes are always welcome, guys.

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