How to create standard operating procedures (SOPs) for recurring tasks

Not everything needs an SOP. Prioritize tasks that are: frequently performed, have quality or compliance requirements, involve multiple people, require training new team members, or have high cost of error. Document critical business processes first—those that would cause major disruption if done incorrectly. Create a prioritized list based on frequency, impact, and complexity.

Don't let managers who don't do the work write SOPs. Engage the practitioners—they know undocumented steps, workarounds, and gotchas that leaders miss. Have them draft or review procedures. This ensures accuracy and builds buy-in. People follow processes they helped create; they resist processes imposed from above. Collaboration beats dictation.

Write SOPs in simple, sequential steps anyone can follow. Use numbered lists, not paragraphs. Include screenshots, diagrams, or videos for complex steps. Specify decision points clearly: "If X, then do Y; otherwise do Z." Avoid jargon and assumptions. Test clarity by having someone unfamiliar with the task attempt it using only the SOP.

Standardize SOP format across the organization: title, purpose, scope, roles, equipment/tools needed, step-by-step procedure, related documents, version history. Consistency makes SOPs easier to find, read, and update. Use templates so creators don't reinvent structure each time. Common format trains users on how to consume procedures efficiently.

SOPs hidden in folders no one can find are worthless. Store in central, searchable location: wiki, knowledge base, or SOP management software. Organize by department, function, or process type. Create clear naming conventions. Link related SOPs. Make accessible on mobile if field workers need them. If people can't find the SOP quickly, they'll improvise.

Assign each SOP an owner responsible for keeping it current. Outdated SOPs are worse than no SOPs—they erode trust in documentation. Schedule reviews: quarterly for fast-changing processes, annually for stable ones. Update SOPs when processes change, tools evolve, or errors reveal gaps. Track version history. Retire obsolete procedures rather than letting them linger.

Incorporate SOPs into onboarding and training programs. Require new hires to complete tasks using SOPs, providing feedback on clarity. For compliance-critical processes, track who has read and acknowledged procedures. Audit adherence periodically. When errors occur, first check if SOP exists and is being followed. SOPs only add value if people actually use them.