How's this for a scenario? Your 20th wedding anniversary is fast approaching, and you haven't taken a vacation in four years (unless you call that week you spent in bed with the flu a vacation). Your spouse insists that the two of you have to get away for some quality time. But the last time you took a real vacation, it was a fiasco back at the office or showroom. What do you do?

But this article isn't just about vacations. It's about an issue that impacts every aspect of your business: creating a management structure that can guarantee responsible and accountable staffing at all times.

Your goal should be to have a staff that is productive, service-focused, and consistently striving to do their best. Because after inventory, the largest cost for a manufacturer or a sales rep firm is labor. It's important to make the most of that asset, even when you go on vacation.

Establishing responsibilities

For employees to be productive, they must have a clear understanding of their role in your business. When they were hired, you may have given a verbal job description, or even a written outline of the responsibilities their position entails. But over time, as your business changes, each employee's role must change to meet new circumstances. If you haven't reviewed the job functions of your staff members, don't assume they have a clear understanding of what you expect of them.

It's also critical that you invite your staff to participate in the process of defining — or redefining — their jobs. Employees who receive regular input about their job responsibilities perform better over time. Clearly communicate the specifics of job responsibilities, as well as your personal expectations to each of your staff members.

Keeping busy

Idle hands are the devil's workshop — or so goes the old saying. And certainly nothing bedevils business owners more than their employees doing nothing on the job. There are always tasks to be done around the office, showroom, or warehouse.

Start by creating "to-do" lists that address all the routine tasks that get overlooked. Dusting showroom shelves, organizing files, sorting account lists, and preparing for the next trade show are typical chores that can get lost in the shuffle. Mailing, cleaning windows, and counting inventory are other duties that require periodic attention.

Be sure to communicate to your employees that the true merit of such work lies in acquiring greater responsibility and adding value to their jobs. Clean shelves and windows and a clearly marked, well-merchandised showroom create a welcoming environment that translates to better sales, which ultimately means more profit and increased salaries. That's an agenda any employee can get behind.

Leaving home

Okay, let's get back to your 20th anniversary. Everyone at your business now knows what you expect of them. You've booked airline tickets and made a reservation at the Buffalo Bill Cody Wild West Dude Ranch and Spa for a weeklong getaway with your long-suffering spouse. Here's how you can get out of town feeling secure about the business you are leaving behind.

In preparation for your trip, evaluate your staff, and create a hierarchy of supervision for your absence. Who has the skill, experience, and maturity to take on supervisory duties? One of the most important requirements is the ability to make decisions, not merely apply rules.

Define what actions may and may not be taken by your appointed team leader. For instance, it's not likely that you'll want them to take on the responsibility of hiring and firing in your absence. Delegate the list of tasks you'd normally do on your own to the most appropriate staff members. Following Murphy's Law, assume that something could go wrong, and have a backup person for each essential task.

Outline what constitutes an emergency, what procedures should be taken, and who should be called. Make certain your staff knows when and perhaps more importantly when not to call you on your cell phone. It may seem obvious, but be sure to leave at least two ways for them to get in touch with you. Before leaving, review this information with your team leader, and call a meeting so all staffers can be informed of your absence and your expectations.

Upon your return, take time to review with the team leader and staff any significant events that transpired while you were away. This gives you an opportunity to applaud and reinforce good performance, and to institute whatever changes are necessary for your next vacation. Which, hopefully, will come before another four years have passed!

Lisa Ashcraft (Lisa@sqreone.com ) is a consultant to reps, manufacturers, and artists. Barney Stacher (bstacher@att.net ) is a partner in Stacher & Stacher, a strategic planning and sales facilitation consultancy.