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One of the biggest growth killers in a janitorial company isn’t low sales, a lack of good employees, or even competition—it’s managers, executives, and owners. More specifically, it’s when the business depends entirely on these individuals remembering how everything is done. If every solution, process, and quality check is locked inside their brain, they’ll create a bottleneck. The company can’t run smoothly without them being on-site, and every sick day, vacation, or unexpected emergency becomes a crisis for the team. 

The truth is simple: if knowledge only lives in the head of managers and executives, it dies with their day off. The key to scaling a janitorial business is creating systems that others can follow without managers being in the room. Systems give teams power to keep operations moving, maintain quality, and deliver consistency—whether managers are there or not. 

Here’s a step-by-step plan to get what managers know out of their head and into repeatable, documented processes. 

1. Start with What’s Critical 

Don’t try to document everything at once. Managers will get overwhelmed and quit before they even start. Instead, identify the five to 10 most critical processes that keep the business running every single day. 

For most janitorial companies, these might include: 

  • Opening and closing a building 

  • Performing quality inspections 

  • Submitting supply orders 

  • Onboarding new employees 

  • Handling customer complaints 

  • Scheduling crews for multiple sites 

These are the non-negotiables—the daily actions that, if skipped or done incorrectly, will cause immediate problems. Start here, and managers will see the fastest return on their effort. 

2. Record Every Step Along the Way 

Managers don’t need a production crew or polished training videos. The easiest way to get a process out of the heads of leaders is to record them doing the task in real time. If it’s a physical task—like setting up a floor strip and wax—use a phone camera. If it’s a computer task—like processing payroll—use screen recording software. 

Don’t overthink it, raw is better than nothing. The team doesn’t need Hollywood-quality production; they just need a clear example of how to do the task. 

3. Break it Up 

A video is great, but if managers want the team to actually use and remember the process, turn that video into a step-by-step checklist. Number each action in the exact order it should happen. Be specific—if the step is “turn on the alarm,” include which alarm, where it is, and how to disarm and rearm it properly. 

A good checklist creates a roadmap that someone can follow without guesswork. The clearer and more complete it is, the fewer “emergency” calls managers will get when they're not around. 

4. Assign Ownership 

Once the process is documented, hand it off to the person responsible for doing it day-to-day.  

This step is critical. Let them follow the process and see how it works in real life. They may notice steps that are missing, unclear, or unnecessary. That feedback will make the process stronger. A process that only works on paper is not a real process—it’s a wish. True systems are tested, refined, and owned by the people who use them. 

5. Store in One Place 

Nothing slows a team down faster than asking, “Where’s that document again?” Create one centralized location where all the processes live. This could be: 

  • A shared Google Drive or Dropbox folder 

  • An operations binder in each supervisor’s office 

  • A cloud-based operations platform like Trainual, Notion, or SweetProcess 

The key is accessibility. The processes should be available to the team 24/7, whether they’re in the field, at the office, or working a night shift. 

6. Review and Improve 

Processes aren’t “set it and forget it.” The janitorial industry changes quickly—new products, better equipment, evolving client needs, and shifting compliance requirements all mean systems can become outdated without management realizing it. 

Managers should schedule a review every six months. Sit down with the supervisors and ask: 

  • Is this process still accurate? 

  • Can it be done quicker, safer, or easier? 

  • Has new technology replaced an old step? 

A small tweak now can prevent major headaches later.  

Why This Matters  

Documented processes don’t just make life easier—they make growth possible. Here’s what happens when managers get systems out of their head and into the team’s hands: 

  • Consistency improves–Every client gets the same high-quality service, every time. 

  • Training speeds up–New hires get up-to-speed quicker with clear instructions. 

  • Stress goes down–The team can handle problems without calling managers at 10 p.m. 

  • You gain freedom–Managers can take a day off (or a week) without the business falling apart. 

When the business runs on systems, not on memory, managers shift from being the doer to being the leader. That’s when true scaling happens. 

If the company’s most important knowledge only lives in the heads of leaders, they're putting a ceiling on how far it can grow. The solution is simple: write it down, record it, share it, and improve it over time. The more the processes live outside a manager’s brain, the more the company can run without them—and that’s the true definition of freedom in business. 

As founder of HRA Consulting Group, Jerry Flug draws on his extensive 30-year career in building services to help business professionals reach their full potential. His leadership experience includes 18 years as CEO of a regional commercial cleaning company, where he developed deep expertise in executive management, defining building culture, and industry operations. Through HRA Consulting Group, Jerry combines his entrepreneurial success and industry knowledge to guide business owners toward sustainable growth. His holistic approach focuses on achieving excellence in both professional endeavors and personal development, empowering clients to create lasting success. 




POSTED ON: 1/15/2026