The FBA Business Plan – From Chaos to Control to Scale Plan™
How to get tasks off your plate quickly, get organized with your own ‘filing cabinet’ of Standard Operating Procedures, and onboard new talent to refocus
You’ve got your business up and running.
But there are problems. You’re struggling under the weight of all of your tasks. You need to get your new talent onboarded and you have to get the business organized.
It’s chaos that you need to bring under control. Once you manage that, you’re ready to rock ‘n’ roll and start scaling your Amazon business.
What steps can you take to build momentum so you can unlock capacity for growth in your business?
What’s the Problem?
The biggest problem your business is going to face is reaching capacity. I experienced that myself when I started my Amazon business in 2014. Things took off like a rocket, but sales eventually plateaued and then started declining.The biggest problem your business is going to face is reaching capacity. I experienced that myself when I started my Amazon business in 2014. Things took off like a rocket, but sales eventually plateaued and then started declining.
I just had too much on my plate.
That’s the problem I’m going to help you solve. And to do it, I’ll cover three key things you need to do to take control and start scaling:
- Get tasks off your plate quickly.
- Build your filing cabinet of Standard Operating Procedures (SOPs).
- On-board your new employees.
Bring these three things together and you take back control.
As a leader, you want to focus on your business’s creative vision. You want to plan your growth strategy, form partnerships, and invest in all of the other things that will help you scale.
Instead, you’re stuck putting out fires. You’re dealing with all of the administrative tasks, which means your focus gets pulled away from the strategic initiatives.
I’ve seen businesses fail because they can’t get daily tasks off their plate.
It’s all about your systems and processes – that’s the only difference between a small business and a big business.
The problem is that this isn’t something we inherently know how to do. And we’re definitely being taught how to do it effectively.
The key to building successful processes is all about what you do before you start offloading tasks. This is where people go wrong. They hire a VA and send everything to them with no structure. Things get muddled and missed and it all begins to go downhill.
You need to understand that everything is a system.
Creating Your Systems
Creating your systems begins with three steps…
Download means processing all of the tasks you’ve done over the last couple of weeks. Just throw it all onto a piece of paper.
From there, you track your time. The best way to do this is to print out a time tracker spreadsheet and record what you are doing every 30 mins. Capture it ALL.
This will change your entire life. You’ll start to recognize what is taking you away from strategic activities.
From there, you rank. This means you put the most frequent, low-value tasks at the top of your list. These are the tasks you’ll begin to offload – you should be able to pull 10 or 15 from the list. This forms the basis for a new job posting if you do not have a team member to help you. This is exactly what the new hire will take off your plate.
After that, simply record videos of your process for each task to capture the procedure that you follow. Loom is an awesome free service for this.
When recording these videos, always give the context before the content.
- What’s the outcome?
- Why is it important?
- When does it happen?
- What’s the success criteria?
Your team members will better understand the tasks’ importance when you share the context within which they exist.
Building your Filing Cabinet of SOP’s
This is the simplest part because you’re doing this as you go.
From the video you created, the team member can now step in and create a written SOP and store it in your company’s virtual ‘filing cabinet’. Your filing cabinet is basically your online university. It’s where you’re going to store all of the information that your business needs to operate.
You break all of this info down into sections, such as customer service, invoicing, etc. Then, you make it accessible to your team so they can grab the info whenever they need it. After your approval, the written SOP becomes an accessible procedure that can then be used to onboard new team members and to execute that task in the future.
You can use any program to keep track of these resources, as long as it is accessible to everyone on your team. A few helpful tools are Google Sites, Google Sheets, Notion, Tettra, or process.st.
It’s time to get your people from novice to ninja.
Most people spoon-feed tasks to their new employees. You micromanage them, which actually makes them a liability.
Nobody wants that. Plus, you end up still focusing on the $5 tasks instead of the $1000 tasks.
I use an eight-week onboarding model that allows me to hand over all of the tasks to my new hire. Here’s how it works.
- Week one is all about connection. You introduce the team member to the business, your team, and your vision. You set up all of their tools and give them access to your company ‘university’.
- Week two involves getting clear on the company’s priorities. This is where you educate the new hire about the projects you have in place and what role they’ll play in the business.
- Week three is all about understanding the company’s routines. This includes daily huddles, status updates, and weekly workshops. You’re establishing their rhythms in the company.
- Week four is where you’ll ramp up their responsibility. This assumes they’re suitable for the role. You’ll have them take on more key tasks.
- Week five is where you start handing over the tasks you want off your plate. You prepare the training and give them the outcomes. They take ownership of the role.
- Week six is all about lift off. Your new team member is now working on higher responsibility tasks, and you have more time to focus on strategic tasks.
- Week seven and eight is all about recalibration. This is where you check in with the new hire to see if they’re handling what they’re doing. Can they do more? Recalibrate based on what’s happening.
- Finally, during week eight you’ll review your onboarding process. You’ll celebrate together because you’ve come a long way in a short amount of time.
That’s the general framework. It won’t work perfectly every time, but you’re going to give your new hire responsibility and make them feel appreciated instantly.
You’ve established your SOPs for all of the tasks that you need to get off your plate. You’ve built your filing cabinet that has all of the key info stored inside it. And now you can follow the eight-week checklist to on-board your new people.
You’ve gone from chaos to control and removed barriers that were preventing your company from growing.
Aaron and his team work with 6 & 7 figure Amazon and E-Commerce Entrepreneurs by methodically taking things like Customer Service and Inventory Management entirely off their plates…
…kinda like a bolt on operations department. So entrepreneurs can focus on profit generation and building their legacy.