If you work IN your business too much, the business will suffer.
You’re the boss and you need to make choices.
When I started my first business, my flight school, I did everything.
I answered the phone, gave the flight instruction, scheduled maintenance and whatever else needed to be done.
Of course I couldn’t expect my business to grow if the office was locked when I wasn’t there and nobody answered the phone but the answering machine.
The first addition I made was to have one of my teenage children sometimes come to the airport and greet people when they came to our office and answer the phone. Not a big solution as they were only available after school or on weekends.
Because I had a good reputation for flight instruction as a result of my years of teaching people to fly and my years of being the chief flight instructor for another company, students did want to fly with me.
The problem, a good one, was that I didn’t have enough time to accommodate all of them.
I hired another flight instructor and also a part time flight scheduler. That was a big step but an important one because now the phone was answered and more students could be accommodated.
There were a lot more stages: more instructors, etc. as the company grew.
However, my main point is that I didn’t have to do all the jobs in the business. Instead, I could work on the business. I could, for a few examples:
- set up a marketing plan
- talk to pilots who wanted to lease planes back to the company
- encourage would-be pilots who wanted to discuss learning to fly
- take part in meetings that concerned airport policy
- interact with the FAA
I always told my employees that I wouldn’t ask them to do tasks that I wouldn’t do myself (except for changing the heavy water bottles – most of my employees were strong men) but usually I delegated the majority of the work.
Yes, I know, you most likely do not run a flight school. But the same principle holds true in all businesses, even online businesses.
I had to learn to delegate all over again when I started working online.
The way I do it now is to divide up the tasks by deciding which ones I want to do or need to do and which ones can be competently done by somebody else.
If you hate bookkeeping, hire an accountant. I do that.
If you don’t like the technical or routine chores, hire a virtual assistant. I do that for some of my techie jobs as well as repetitive ones.
It would be different for everyone.
The more your business grow, as a result of your working ON your business, the more you can outsource or delegate.
Keep in mind, that your time is worth money. If you can hire somebody for less money than you lose when you neglect tasks that can only be done by you, that’s a good idea.
Then you will have time to, perhaps, depending on your business:
- create marketing content
- interact with your clients
- make sales
- whatever really needs your attention.
Now you are working ON your business a fair amount of your time instead of only working IN your business.
You are creating opportunities for growth when you work on your business.
This is just one of many topics that will be a part of my program, TIME TO SHINE.
Have you considered the difference between workin ON as opposed to IN your business? Which do you do primarily? Do you need to think about delegating or outsourcing more tasks?