Instructions on the Shampoo Bottle

Recently, a client shared a frustration about having to explain things he assumed were common sense. He described them as being like “instructions on the shampoo bottle” (shoutout to Javier). At first, I laughed—but the more I thought about it, the more I realized this perfectly captures one of the most common problems I see when teams develop their core business processes.

Some teams provide too many details, turning their processes into bloated, hard-to-follow manuals. Others provide too few details (or none at all) leaving employees to figure things out on their own. Both extremes create inefficiency, confusion, and unnecessary roadblocks.

Let’s break down these two problems and how to fix them.

Problem 1: Too Many Details

Just like the shampoo bottle that tells you to “wet hair, lather, rinse, repeat,” some teams overcomplicate their business processes. They try to include every possible scenario and edge case, resulting in documents that are unnecessarily long and filled with excessive details.

Why This Is a Problem

In my companies, we refer to these detailed documents as SOPs (Standard Operating Procedures). While they have their place, they come with drawbacks:

❌ Time-consuming to create – Writing and maintaining overly detailed SOPs drains resources.
❌ Difficult to maintain – Processes evolve, and long SOPs often become outdated and inaccurate.
❌ Not user-friendly – If a process is too long, boring, or overwhelming, employees won’t use it.
❌ Assumes the lowest level of competence – While thoroughness is good, assuming employees need every step spelled out can slow down decision-making.

The Solution: Focus on Processes, Not Just SOPs

Instead of writing extensive SOPs for everything, consider using simpler, streamlined processes that outline key steps and principles. Processes should be:

✅ Concise and clear – Focus on essential steps without unnecessary fluff.
✅ Easy to update – Keep it adaptable as things change.
✅ Usable in real-world situations – Employees should be able to follow them without needing to dig through pages of documentation.

For example, a one-page checklist or a brief process can often accomplish more than a 20-page SOP.

Problem 2: Not Enough Details (or None at All)

On the other end of the spectrum, some businesses fail to document their processes at all. I recently worked with a new client on setting up their core processes. We set a quarterly goal for the leader to start documenting them with his team. When I checked in later, he said he was making great progress—because he was keeping them “in his head.”

Why This Is a Problem

If a process isn’t documented, it doesn’t exist.

❌ Reliance on key individuals – If the person with the knowledge isn’t available, the work stops.
❌ Inconsistent execution – Employees will interpret things differently, leading to errors and inefficiencies.
❌ Harder to scale – Growth becomes difficult when processes aren’t transferable.

The Solution: Just Get It Documented

It doesn’t have to be perfect—it just has to exist. Start simple and refine as needed. Here are a few easy ways to get started:

📄 One-page documents – Summarize the key steps.
📊 Spreadsheets – Great for organizing checklists and workflows.
📹 Videos – Record a screen share or a walkthrough to explain a process.

The goal isn’t to create the perfect system overnight. It’s to make sure your team has a clear, accessible guide to follow.

The Best Approach: A Balance Between Simplicity and Clarity

If you’re just getting started with process documentation, keep it simple.

1️⃣ Start with a one-page process that covers the essentials.
2️⃣ Test it in real-world use.
3️⃣ Add details only when necessary.

Too much detail slows things down. Too little detail leads to confusion. The best systems strike a balance—providing just enough structure to ensure consistency without overwhelming the team.

Need a template to get started? Let us know!

Ryan Giles