Stop Doing That!

“There is no point in doing well that which you should not be doing at all.”

It’s not unusual. We just continue to do certain things in the business because we always have done them. Or we continue to do them because it would be a pain in the neck to train someone else to do them. Either way, we end up doing things that are not the highest and best use of our time. As a result, the business doesn’t get as much of our real talents as it should.

For each of your daily activities, you should ask yourself, “Am I the only person capable of doing this?” If someone else could do it (or could be trained to do it), then someone else should do it. And that someone else should be going through the same self-examination, and shedding lower level activities to someone else. In the end, all activities should be pushed down in the organization until they reach the lowest level where they can be competently done.

Or maybe there are some activities that should be scrapped altogether . . . activities that no one should be doing. Our sole reason for being in business is to serve customers, right? So for any given activity or expense, it would be reasonable to ask, “How does this benefit our customers?” If there is no customer benefit, direct or indirect, then it’s also reasonable to ask, “Why are we doing this?” Try an interesting audit. For every activity and every expense in the business, look for a corresponding customer benefit. If you find some that don’t pass the test, you will be able to save time, energy, and expense in ways that won’t affect customers.

Whether you push activities further down in the organization or discontinue them completely, it’s all about the effective use of time. It’s about making sure everyone in the organization is unburdened of work that should be accomplished at a lower level, freeing them to fully leverage their highest talents and skills.

For more small business blogs, visit my website at www.rocksolidbizdevelopment.com.

Put Down Your Fire-Fighting Gear

“Never let the urgent crowd out the important.”

As small business people, we spend a lot of our time putting out brush fires. When we arrive at work in the morning, we probably have in mind the things we hope to get done during the day. But five minutes later, our best customer calls with a problem or a key piece of machinery breaks down, and in a flash, whatever plan we had for the day is gone.

Most business consultants are familiar with a two-by-two grid where one axis says “Important” and “Not Important” while the other says “Urgent” and “Not Urgent.” Unfortunately, many of us spend far too much time in the part of the grid where “Urgent” and “Not Important” intersect. Is it urgent to get a key piece of equipment back in operation quickly? Of course. But will that be important to the long-term health and growth of the business? Probably not.

Each of us needs to carve out some protected time to work on the business, not in the business. We need to commit to some time each week . . . maybe a day, maybe half a day, maybe just a few hours . . . for activities that will move the business forward in a measurable, strategic way. If you can accomplish that by closing your office door and unplugging the phone, fine. If not, go to the library or to a coffee shop, or maybe work from home. However you do it, find a way each week to put aside your fire-fighting gear for awhile and focus on the longer term problems and opportunites for your business. Can’t do that? You can’t be out-of-touch with the business for even a little while? Then your first “important” task is figuring out how to change your organization so that it runs just fine whether you happen to be on the premises or not.

For more small business blogs, visit my website at www.rocksolidbizdevelopment.com.