The following is a guest blog post by Curt Henry, an executive coach and friend who’s supported me in my business since I started MarketingMel over five years ago.
As business owners, we often fall into the trap of doing tasks ourselves rather than delegating to our team. What I hear most often from my clients is “I can do it faster myself” or “no one can do it as well as I can.” Though perhaps both may be true, you are missing an opportunity to grow your business and empower your team members.
Review the pie chart above which shows an average work week for a sample business owner or manager. Now fill in your own information. Most owners for example would be working much more than the 54 hour work week shown. If this is your life today what would it look like if you had a 20% increase in sales? What would that do to your pie chart of activities? You may not have to increase all items in proportion to the increase in sales but let’s say you go from 54 to 60 hours.(less than a 20% increase)
Add hours to our pie chart. (OK, but how long can you keep this up?)We really have three choices when faced with the enviable increase in our business:
- Don’t add hours but continue to “do it” ourselves. This means we will short change our customers, employees or others. (Also not a good idea.)
- Take a section of your pie chart and give it to someone else. (Put it into their pie chart of responsibilities.)
This really gets back to the question from Mr. Stanley’s wife but which I will rephrase;
As you increase your business what will you NOT do?
The business will have to do more; more invoicing, more shipping/delivering, more lots of things. But, what will you now delegate to others? At what point in the growth of the business will you recognize the need to get help from the folks you hired to provide services?
Consider the impact of rebalancing your role in the business. Planning or working “on” vs. “in” the business will multiply how quickly the business expands and improves. Sean Covey in his book The Four Disciplines of Execution talks about the conflict between the “whirlwind” and the “Wildly Important Goals (WIGs)”. He defines the whirlwind as those many urgent activities that demand our immediate attention. All things being equal, the whirlwind will win against the goals every time. As the business owner, we need to maintain our focus on the goals which move the business to new and higher levels or we stagnate. Even worse, if we are so focused on the immediate we may be passed by our competition and end up losing market share or profit potential. (More on goal setting and execution in a future BSF Update.)
I was the Vice President and General Manager for a manufacturing firm. While understanding the need to delegate, I always tried to make myself available for the workers on the production floor. My willingness to “get my hands dirty” by getting in and helping them made them feel more important. It was not that I was doing their job, but rather that I was willing to do what was needed to help them.
You may be able to do whatever “it” is faster and better than team members now. However, with a little training, the team may be able to do it just as well and allow you to focus on expanding the business or even getting to take a day off with the family every now and then. Do you remember back when you were able to take a vacation and really enjoy it?
Curt Henry is a seasoned business executive with seven years general management experience and over 20 years in domestic and international marketing and sales. In 2000, Curt was chosen to lead the turnaround of a local manufacturing company with struggling product lines. Over the next six years, Curt and his team increased revenues from $9.3 to $16.2 million, improved both profit margins and cashflow significantly, and increased both productivity and product quality. Curt’s leadership resulted in improved employee morale and a significant reduction in personnel turnover.