In my last blog I promised to give the final three observations of managers and owners in “business bondage.” Remember the first two links of “Technical Tendencies” and “Busyness.” This time I will offer three more “links” for you to ponder. Do you recognize yourself in these links of chain?
Ineffective Leadership & Delegation:
Too many small business owners are by default small leaders. Instead of leadership, they excel at doer-ship. They are micromanagers that like to touch and control everything. They trust no one but themselves. They believe “no one does it as well as me.” They seldom delegate, if at all. They mistake such busyness for business leadership. Instead of thinking and leading like owners, most think and behave like employees. Instead of reflecting and planning, they excel at sweating and doing. So I say to them, and you, stop acting like you have a job, start leading and owning your business. To lead effectively, you must trust others and develop your leadership potential or it will cost you dearly.
Inadequate or Missing Business Systems:
Too many of the folks I coach don’t know how to design a new business or re-engineer an existing one to be more systems-oriented and professionally equipped with plans, procedures and policies. Therefore they don’t create or document the processes, procedures and policies necessary for a well organized, smooth running, easier-to-manage company/or organization. Without these elements, specific work that needs to be done, they can’t delegate effectively or remove themselves from technical roles. The result, they are forever feeling “out of control.” Too often I find they have unknowingly, reactively and accidentally created an owner-centered and owner-dependent company. They are trapped!
Growing Business Complexities:
The increase of customers, transactions and problems that accompany growth leave many clients feeling crushed. Their business it is not properly designed and prepared to handle such growth. Effective leadership means adequate business systems (an integrated web of processes), or your organization will not stand a chance. Growing pains are unavoidable. Producing predictable and consistent results is nearly impossible. Failing to plan for growth, means you are by default planning to fail.
In my coaching of owners, leaders and managers, I have found that busyness, technical bias, poor delegation, inadequate leadership and business systems, and the growing complexities of a business lead to a life sentence of working on the chain gang – your company. Fortunately, my coaching processes, along with client willingness to change, can serve as your “get out of jail free card.” I have found I can help clients escape the bondage and tyranny of technical busyness. Clients no longer have to be the jack-of-all-trades. Growing pains subside. Business owners and managers learn to master leadership skills that allow their employees to master their jobs. They learn to lead more and work less. They shape their organization by design, not by default.