How to build a process in LeadSimple - Free Template
How to build a process in LeadSimple - Free Template
Learn how the pros are building their LeadSimple Processes – Template included. In this guide, I show you what I have learned from building many processes for different companies.
Property Managemers need processes, period.
If you are like the majority of property managers who are working to reduce errors and increase productivity while saving on costs, then you know why you need to standardize your processes.
If you have not heard the benefits of streamlining your processes I am listing some of the major benefits:
- Efficiency
- Productivity
- Saving Costs
- Compliance (State, Local, and Fair Housing, etc.)
- Satisfaction (Team, clients, and tenants)
- Scalable Processes!
All are equally important. They will make sure that your business can grow and it's a form of planning for its future.
This is why 66% of SMBs say automation is now essential for running their business and 88% say automation allows them to compete with larger companies. 1
Now, this blog is not specifically about automations but the more broad topic of building processes which, yes, could include automations if you are ready for them.
The thing I am trying to emphasize is why doing it the right way matters.
Let's carefully look at the chart below.
This coupled with the fact that annually, inefficient processes result in organizations forfeiting between 20 and 30% of their revenue2 are backing up my argument.
Property Managers need processes and in this blog I will show you how to build them yourself.
What you will need
Well, this part is simple. Just time and willingness to build it. I will provide you with the tools you need and we will go over all of the steps in detail.
Phases of Building a project
After having built more processes than I can keep count of I have methodically refined how I build a new process.
I have sat at countless meetings tweaking and refining things after naively thinking I was done with a phase of the project only to realize that there was a lot more to do.
I have created this template from all of what I have learned and I want to share all of this knowledge so that you can focus on building efficiently.
The objective of the template is that you have a finished process by when you have completed the template. From this point we will work side-by-side with it to build your new process. So make sure to have it open and ready.
There are four phases in which I build a process:
- Initiation
- Planning
- Execution
- Closing
You wil notice that each phase has a section for keeping notes from meetings. Some processes may take more than one meeting to plan. I like keeping everyone's opininon documented so that I can consider all aspects important to the process.
Initiation
It's important to make sure that our process will add value before moving forward. This phase offers to demonstrate the background or business case of the process to build and that it will be meaningful for the company's objetcive.
In this phase we will also consider the goals, scope, and what exactly we are going to build (deliverables). Once we have defined all that we must consider our success criteria, which is how we will measure how successful we were in reaching our goals for this process.
Let's begin filling the information.
Summary
We will circle back on this part after having completed the rest. This is where you will summarize all of the information you are filling below.
Project Goals - Measurable Objectives
Just like all boxes in this template this one is flexible. I like using SMART goals to define the goals of my process build but you can use any other method that works for you.
I recommend SMART goals if you are unfamiliar with other methods. SMART goals are a powerful tool for setting and achieving objectives. The acronym SMART stands for Specific, Measurable, Achievable, Relevant, and Time-bound. This method ensures that goals are clear and reachable within a defined timeframe.
Here is a good resource for helping you write SMART goals.
Deliverables
Deliverables can be tangible and intangible. An example of a tangible deliverable might be the process flowchart – I will show you an example of one I built during the Execution Phase. Or, the email templates you will use in the process.
Training sessions with team members to teach them about the new process is an example of an intangible deliverable.
Background
Not eveyone will understand the point of this without further explanation. Understanding the case of why you are building this process will not only help you stay on track but also improve your process and keep it within scope during future changes in your process organization.
Think about why this process is important, detailing its benefits and provide a compelling argument for why it should proceed.
This can be as short or long as you need it.
Scope and exclusion
This is simple. Make a list of what is included in the build of the process and what is not.
For example, if you are making a flowchart of the process add that to the "In-Scope" list. If you are not going to work on drafting a new policy for this process, then specify that too in the "Out-of-Scope" list.
Doing this will help you estimate how long it will take you to build your new process. This is also to keep you on track and avoid distractions that can extend the completion time of your process.
It also sets clear expectations for your team members and those who are waiting to receive the finalized process.
Project Team, Users, and Contacts - People who will participate directly or indirectly
This is a list that I like using particularly for bigger processes involving many people. It reminds you who to contact in the team for questions about the process and who else must be informed about important decisions.
Specifying the users is also important to assign tasks for those processes where more than one person is participating. For example, during a move-out you will need to perform the unit inspection, estimate the costs of repairs, provide an estimate to the owner, coordinate the keys drop-off with the tenant and the return of their security deposit.
Sometimes these tasks may be all performed by different people inside your company.
Specifying the contacts in the process is to help you lay out the communication flow during the process. For example, if you are signing a lease and are moving a new tenant you will need to make sure that they have received and signed the lease, collect the security deposit and first month's rent, and inform the owner of the recent move-in.
You will probably need to make calls to follow up, send emails with informatin about the move in and how to pay rent, etc.
Starting and ending the process
Think about the followin questions and answer accordingly:
- When does this process start? – This can be every 30 days or every 5th of the month for recurring processes.
- Are there any events that can trigger this process? – For example, a delinquency process is triggered on the 6th of every month if a tenant has not paid their rent or a new management termination process shall be started if an owner sells their property.
- When does it end? What comes next? – A delinquency process would end when the tenant pays their rent or if we start a new eviction process that replaces it. The termination process could end after you have send the owner their final statement and release their funds.
Measuring success
Define how you want to make sure that the process is doing well. Let's keep using the example of delinquencies because it's so simple.
One way you can measure success is by contacting all delinquent tenants within 24 hours of the end of their grace period. An even more ambitious goal is to reduce the total amount owed from delinquencies by a specific percentage.
It's also valid to target smaller goals. Some might struggle to even keep track of delinquencies and settting the goal of generating delinquency reports every month is also a great goal.
Wrap up the initiation phase
Now review the information you have filled in the template and make sure it is accurate. Share it with the stakeholders of this process and make sure to have everyone onboard. Next, go back to the summary section and write one from the information about the process. This is to help you or anyone reviewing the document have a simple overview of the information you worked so hard to compile.
The table at the bottom of the second page is to help you keep track of any relevant documents that you may use to build this process. I personally use it to link to the process' policies, flowcharts, and other resources essential to the build.
Let's answer some final questions for this phase
Hang on, we are almost done with the lengthiest part of this template. Although the rest of the phases take some time to complete they are short to fill in the template.
Let's answer the follwing questions:
- How long should this process take to complete? – This question refers to the process itself, not building it. In other words, how long should it take for the person to finish executing the proess when they are running it. For example, a delinquency process can take a maximum of 30 days (or whatever your policy is) to complete before you have either collected the money or started a new eviction process.
- What are the steps of the process? - You divide steps into stages as needed. Break down the process into the major steps. I will give you an example of how I have broken down some delinquency process but keep in mind that you can adjust your process as needed since all companies have different ways of doing business:
- Contact the tenant – You remind them that they are late on their rent and ask them if they are able to pay
- Late Rent – This is the stage you will enter if they are unable to pay the rent. You will charge late fees and serve notices according to your policies until the rent is paid in full.
- Rent Collected in Full – Their account is now regular and they don't owe any fees or late rent. You have confirmed their payment and sent them an email thanking them for making their payment.
These are examples of how a delinquency process would look for a normal property management company but they may vary from situation to situation. For example, subsidized tenants are sometimes allowed more time to pay or the fees you can charge them are different than normal tenants. You may also offer payment plans on certain situations too.
It's up to you to implement and think about the policies that will be the foundation of your process.
Break down what you must do in order to complete this process into tasks.
And anything else you might need to do before we move on the actual building of the process.
Planning
This phase is a very short one and I end up skipping it during small process builds.
In the next phase you will find the most common tasks for building a process. This is what has worked for me during previous builds and it's proven pretty helpful but you may change or add tasks according to your needs.
If you are building a complex process continue reading this part. If you are not, feel free to skip to the next phase.
When I am building processes where there are multiple team members executing different tasks, have many email templates, and many steps with conditional logic it can get more complex. This phase is meant to help you combat that complexity and lay out the steps you must complete in order to finish this build and everything we have completed until this point will help you break it down into tasks.
Answer the following questions:
- What are the major milestones?
- What tasks or deliverables make up each milestone?
Execution
This one is easy.
Complete the tasks you have set for this phase.
You will see that there are two tasks sticking out to the left and the rest are indented. The way I like doing it is by following the indented tasks first and once I have completed them I can check off the task above.
Again, this example is easy and I have used the most common steps I take to build a process. Ir's important that the people involved in the process approve the steps and logic in the flowchart so that you can then build it in LeadSimple.
The flowchart is always a good thing to make since it will help people who are new to the process understand it in its entirety. You can also make modifications to the steps and logic by having a simple overview.
Closing
We are now good to wrap it all up.
This is where you make sure you have delivered all the items you proposed during the initation phase.
Document what you learned during this project.
Think of ways you can improve in the future.
Inform your team that the project is complete.
And last but not lest... celebrate the success of your new process!🎉
Conclusion
It's important to understand what you are trying to build and the parts that make up your process. Having the input from your team members is also important since they will be the ones who are executing the process on many occasions. They can provide you the feedback to make sure you are contemplating all possibilities.
Getting organized and breaking down the project into small tasks is how you will finish any process build.
Now, think if your process will need any maintenance and upkeep. For example, keep track of your numbers and results, set reminders to check often that your processes are actually doing what you intend them to do.
Congratulations on building your new process!
[1] Zapier. (2021, April 21). 66% Of Small and Mid-Sized Businesses Say Automation Is Essential For Running Their Business. PR Newswire. https://www.prnewswire.com/news-releases/66-of-small-and-mid-sized-businesses-say-automation-is-essential-for-running-their-business-301273742.html
[2] Palmer, J. (2018, July 30). Most companies lose 20 to 30 percent in revenue every year due to inefficiencies. https://www.linkedin.com/pulse/most-companies-lose-20-30-percent-revenue-every-year-due-jason-palmer/
