How to Write SOPs That Actually Get Used
Have you ever been in a role where you're afraid a colleague will leave and all the knowledge in their head will go with them? Depending on the context or timing, this scenario could either be a small hiccup in operations or the reason an organization closes its doors.
The best way to combat these scenarios is through the development of standard operating procedures or SOPs. These written procedures document how work gets done—whether that's step-by-step instructions for developing board financial reports, a checklist of all the things to complete on event day of your annual gala, or a detailed table showing proper donor gift codes for your CRM system. But creating effective SOPs requires more than just documenting what you do…
The real challenge lies in creating the right kind of procedures. We've all encountered those overly rigid systems that make simple tasks feel like navigating a maze, or processes so detailed that they become outdated before you can hit save. SOPs that actually get used should create standardization that provides structure without stifling creativity, efficiency, or adaptability.
I have developed my fair share of standard operating procedures. Not only have I done them, but I enjoyed doing them. Our team recently took the Working Genius Assessment developed by Patrick Lencioni, which identifies what kind of work makes you thrive and how it fits together with your team. I was happy to discover my primary Working Genius is “Tenacity” – the natural gift of pushing projects through to completion despite obstacles and maintaining focus until the work is done. This task-oriented approach means I find deep satisfaction in thinking through complete processes from start to finish, ensuring nothing falls through the cracks. Makes sense for me.
However, I've collaborated with many colleagues whose Working Genius lies elsewhere—Discernment (the ability to evaluate ideas and situations intuitively) and Wonder (the natural gift of pondering and speculating). While these team members bring invaluable perspectives to identifying what needs to be systematized and questioning our assumptions, they often don't share the same enthusiasm I have for the detailed mechanics of developing comprehensive SOPs.
The recognition of this difference in our Working Genius has helped me realize that effective process documentation can and should work for all Working Genius types. The only requirement is a desire for consistent and effective processes that will standardize operations and accelerate your team's work.
Writing out SOPs for your role may not always seem like a top priority, but it should be. But it doesn’t have to be difficult or tedious. Whether you're naturally process-oriented or prefer big-picture thinking—these strategies are designed to help anyone create SOPs that teams actually use.
Write Procedures as You're Doing Them
Write things out as they naturally come up in your work. Writing procedures should rarely be an urgent matter. There are exceptions – like you have given your two weeks' notice and are trying to get everything out of your head before you leave (and you care enough about the organization to leave them in a good place). But in most cases, taking your time is actually beneficial.
Think about it this way: instead of setting aside a full week to document everything at once, spend 15 minutes after completing a task to jot down the key steps. Ask yourself while working, “Am I the only person who knows how to do this?” or “Do we have this process documented anywhere?” If the process calls for documentation, simply write down the steps as you go. Over time, you'll build a comprehensive library of procedures without the pressure of a massive documentation project.
You can stretch this process out over six months to a year and have all your major tasks mapped out. This approach not only helps if you need to take a leave of absence or move on to a new role, but it helps you maintain consistency in how you approach your work, especially for those tasks you don't do every day.
Not Everything Needs a Full Procedure
Before you start documenting every single task, take a step back and consider what type of documentation you actually need. Not everything requires a comprehensive standard operating procedure – sometimes a simple solution is much more effective. You may need a detailed SOP, or you may just need a simple resource to use as a reference, a reminder on everyone’s calendar, or a combination of solutions.
Ask yourself:
Is this task complex with multiple decision points, or is it straightforward with consistent steps?
Does it involve multiple people or departments, or is it something one person handles independently?
Are there compliance or quality control requirements, or is it more about timing and follow-through?
For example, submitting your annual state registration might not need a detailed procedure if it's a straightforward online form you complete once a year. Instead, a calendar reminder two months before the deadline with a note about required documents might be all you need.
Similarly, ordering office supplies might just need a spending threshold and preferred vendor list rather than a step-by-step purchasing procedure.
On the other hand, your donor acknowledgment process probably needs a full procedure because it involves multiple steps, has legal requirements for tax documentation, affects multiple team members, and directly impacts donor relationships. The complexity and stakes help determine the level of documentation needed.
Consider creating a simple decision tree:
This approach saves you time and ensures your documentation efforts focus on areas where they'll have the most impact.
Write for Longevity and Flexibility
You want your procedures to stand the test of time. Share the important information needed to get the work done, but it doesn't have to be laid out step by step.
This balance is key to creating structure without stifling the work. Focus on the "what" and "why" rather than getting bogged down in every click and keystroke. For example, instead of "Click the blue button in the top right corner," write "Export the monthly report using the download function." Finding a balance between clarity and trusting your team’s intelligence is what turns SOPs writing from painful to pleasant.
This is particularly important for processes that involve creativity or relationship-building. Your donor stewardship procedures might outline timing for thank-you notes, required elements to include, and approval processes, but shouldn't dictate the exact wording of every communication. The procedure provides the structure to ensure consistency and compliance, while preserving the personal touch that makes donor relationships meaningful.
This approach embodies the essence of standardization: providing enough structure to ensure consistency and quality while leaving room for individual judgment and adaptation. When procedures are too prescriptive in areas that don't require it, they become obstacles rather than aids. But when they're appropriately detailed for high-stakes processes, they become your organization's safety net. When they’re appropriately detailed for low-stakes processes, they provide operational consistency.
On this point, you also want to ensure you're still leaving room for process improvement. Just because something has been written down at one point doesn't mean there isn't a better way to do it. Your SOPs should be living documents that evolve with your organization. For low-stakes SOPs, make or suggest edits as you see them. For high stakes SOPs, build in regular review cycles with other stakeholders – annually or when major changes occur – to assess whether your procedures still serve their intended purpose or need updating. Capture feedback, thoughts, and questions regularly, even before a formal review.
Don't Write in a Silo
Always ask yourself, "Am I the one who should be writing this procedure?" Ideally, the person with the deepest knowledge of the process should document it. But in reality, this task often gets delegated to whoever has "extra time".
When SOP writing gets delegated to someone without direct process knowledge, collaboration is essential. The subject matter expert should provide the key steps and decision points, while the individual who has been delegated the task focuses on organizing and structuring the information clearly. This partnership approach often produces the best results—combining process expertise with strong documentation skills.
If you are the one writing the procedure, you want to consider how your role intersects with others and make sure your documentation focuses on interdepartmental efficiency rather than just narrowing in on your role. The most effective SOPs consider the handoffs between team members and departments. When you're documenting your processes, ask yourself: Who else is involved in this work? Who else should be involved? What information do they need from me? What do I need from them?
This collaborative approach not only creates better procedures but also helps identify gaps or redundancies in your current workflows. Sometimes the act of mapping out these intersections reveals opportunities for improvement that weren't obvious before.
Most importantly, don’t just sit on these procedures when they’re completed. Share them with your department or those you work closely with. When others understand your processes, they gain insight into how their work connects to yours—and they might discover ways to improve their own workflows or better support your efforts.
Tech Helps, People Help Better
At Rooted Strategy, we have been hesitant to rely too heavily on AI, particularly due to environmental concerns, but there are circumstances where technology can really streamline your work. AI can help develop templates for procedures, organize your thoughts and steps into structured formats, and even ask questions to make your procedures more thorough.
That said, while technology can be a useful tool, there's real value in having your team and experienced professionals help you think through your organizational processes strategically. AI doesn’t know your organization, team, resources, history, quirks, approval process, or compliance needs. Rely too much on AI and you end up back in the silo instead of collaborating with the people that know the work best. Consider how technology fits into your approach, but don't forget that human expertise often provides the nuanced understanding that makes SOPs truly effective.
The Power of Thoughtful Standardization
Creating SOPs might feel like extra work in the moment, but it's really an investment in your organization's sustainability and your own peace of mind. When procedures are standardized thoughtfully, training new team members becomes smoother, temporary coverage during absences is possible, succession is realistic, and the quality of work remains consistent regardless of who's doing it.
Start with your most critical tasks, the ones that would cause the biggest disruption if knowledge about them walked out the door. Build from there, and before you know it, you'll have created a valuable resource that serves your entire organization.
What I've come to love most about developing SOPs isn't just the satisfaction of a well-formatted document laying out essential process steps (though I do find that deeply satisfying!). What I love most is the process itself. Taking time to think through how work actually gets done often reveals opportunities for more efficient approaches. When working with organizations on procedures, I frequently ask, "Why is it done that way?" The response is typically, "Because it always has been."
Developing SOPs gives you a unique opportunity to assess whether continuing the “it always has been” method still serves your team, or if there’s a better way that can truly accelerate your work. Now tell me THAT isn’t satisfying?
Need help? Get our SOP template or talk to us!
Ready to start documenting your processes but need some guidance on where to begin?
Check out our free SOP Template above or reach out to see how Rooted Strategy can help you create systems that keep your work structured so that you have more space to imagine, design, and build a more just and equitable world.
At Rooted Strategy, we help organizations develop comprehensive SOPs that actually get used. Having an outside perspective can help you see your processes more clearly and create documentation that truly serves your team's needs – even if you’re a team of one!
