Systems to run your business seem to be the way to go and you want to create repeatable processes and for your company but, as the owner, you don’t know what to tackle first.
And just when you figure our what you will do today and have your priorities set...
- you get an e-mail from a client asking about your services and
- a contractor texts you for a minute of your time and
- your employee needs your opinion on a marketing campaign and
Think your plan for the day is out the door and everything you wanted to get done will have to wait until tomorrow?
These urgent things come up every day but how important are they to growing your business?
How important is it that you, the owner, handle each of them?
As the owner of your business, you want to it grow, but being stuck in the day to day grind of answering every e-mail when it comes in, checking texts as soon as you hear the buzz or see your phone light up, and being the bottle neck for every decision is not the best use of your time nor is it the path to growth.
Have you ever heard the definition of insanity? Doing the same thing over and over and expecting different results.
So today, I challenge you to make a change in your normal routine and do something to start getting out of the habit of handling things as they come in.
As the owner of your business, you need to focus on a few things;
- Company Vision
- Company Growth
- Government / Regulatory Compliance
Holding the vision for your company is the owner’s responsibility -- YOUR RESPONSIBILITY.
It’s your business and you have a unique way of thinking about it. Only you know;
- why you got into business in the first place
- what your main products or services are
- who your customers are
- where the market is
- revenue and profit goals this year, in 3 years, in 10 years
- how many employees you want if you even want employees
Have you taken the time to WRITE down your vision?
I’m sure you’ve thought about where you want your business to go and grow and how much money you want to have and even if you want to be a private company or public corporation. I’ve found that until I write it down I’m not emotionally tied to it and I get distracted.
Getting clear on your company's vision will help solidify what you should be working on and what you need to do. When things start to get fuzzy and you’d rather be riding your bike than working (guilty!), having your vision document in front of you can help ground you.
One of the easiest ways I’ve found to think about my company is to look at it 3 years from now. When I do this, my first thought is how old I’ll be and after I get over that, I think about:
- Revenue - what is my annual revenue
- Profit - what amount of my annual revenue is profit
- Customers - who, how many, and where
Next I like to create a picture of my business in 3 years and picture what’s different.
⇰ Location - Where am I working, do we have multiple offices or distribution centers, what does the office look like
⇰ Employees - how many employees and contractors support the business, what is the culture like
⇰ Customers - do we have many small clients, a few large clients, or a mix of both
⇰ Products and Services - are there new lines of business or revenue streamsBy thinking about these 7 points and writing them down, you can start to create your business and align your daily tasks to what’s most important for you, as the owner, to be doing and what are the urgent but not important things that can wait until you finish the urgent and important.
If you're struggling in your business and can't seem to get out of the urgent but not important, you need SYSTEMS. You're not alone, and I can help you create LEVERAGE in a BIG way.