FutureVisionsSM
creating sustainable
results in growth and performance
You may be
better off without the super-person you're looking for to run your
business. There's a name for those types. It's "entrepreneur." I used to
think that there had to be somebody out there who can run my business as
well as I do. Nobody told me that the typical entrepreneur holds numerous
jobs.
Unless you can
afford to pay big bucks for a seasoned CEO, you will be lucky to find a
person who can take over just one or two of your functions. When my business
started growing, I often dreamed about that one person who could run the
company while I brought in new business or just spent some time with my
family. I never found anyone because I couldn't afford to pay the kind of
money the market commands for someone with those abilities.
Regardless of
how much I can afford to pay someone, I've realized that the alternative is
hiring several managers to take responsibility for several aspects of my job
rather than one super-executive to do everything. It's just easier to find
one person who is good at one job than one person who is good at three jobs.
In fact, your
job as a boss changes as much as your business does. I used to think my role
as a business owner would remain pretty much the same until I retired.
Nobody told me that my role as a business owner constantly changes,
especially as my business grows. Moreover, the appropriate role of the boss
varies, depending on where the business is in terms of growth, the industry,
and each entrepreneur’s personal strengths.
Like most
business owners, I had to wear numerous hats when I first started my
business. I also had to monitor my abilities and work hard to build my
strength in those areas, like management, where I was weak. As my business
grew, however, I hired a controller, sales manager, operations manager, and
other professionals who oversee day-to-day operations.
With those
people in place, I had to shift gears. Instead of focusing on what I was bad
at because it might kill my business, I had to figure out what my role
should be based on my strengths. I took inventory of my skills to determine
how I could be most useful to my company. I realized that marketing is my
strong suit and now devote more energy to that area. By no means, however,
do I neglect other areas.
Regardless of
their personal strengths, owners in some industries have to be out there
selling, developing new products, or doing whatever else is vital for the
success of their businesses. Whatever the industry and whatever the
developmental stage of your business you have to continually ask yourself,
"What's the most important thing for my business right now, and how can I
best leverage my abilities in the service of my business?"
For the free top tips for small service-businesses, send an email to
lb@FutureVisions.org with
"free MWS top tips for small service-businesses" in the subject and nothing in
the body of the email.
