Starting a Baby Boutique & Clothing Line

A plan and discipline for running a business

September 26th, 2007

I have to learn not to be so reactionary. I have to learn to implement some standard operating procedures and then follow them. We’re starting with standard status meetings. Pop, pop, fizz, fizz, what a relief that is. We’re all on the same page. I never realize how much I’m keeping in my head ALL THE TIME.

I kind of expect everybody else to just know what needs to get done because I do. I kind of expect everyone to hold everything as a high priority, because I do. But no one can read my mind. And if I’m keeping it all inside, I’m getting frustrated at what’s not getting done insted of just making it happen.

I catch myself thinking that just because I’ve mentioned something in passing at one point in time, the person I mentioned it to will know that means it’s now a to-do for them. Sounds totally ridiculous when I write it out, but it is something I’m recognizing.

We’re now documenting everything. So that all the to-do’s are visible to everyone and assigned to someone. We’re setting deadlines for all the little tasks. I can’t believe how big the big picture is, how important it is to sit down and re-visit everything you have on your plate. You’ll find out what is really a priority and what can maybe wait for the zillion other things in front of it.

We’re gearing up for the holidays, so we’re trying to add as much sanity as we can before the insanity slams us.

And concretely - we’ve planned a marketing / sales campaign that we’ll realistically be able to launch by the end of next week.

Entry Filed under: Planning beyond the collection, The Tools You Need