Kevin W. McCarthy

Professor of On-Purpose

Business

Is It Lonely At The Top? Delegation Can Help.

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Chapter 20 of the 1998 version of The On-Purpose Business is titled The Micro-Business, a term I coined then to describe a growing trend of the workplace moving into the homestead. SoHo is a subsequent term that means “Small Office, Home Office.” In the updated version of The On-Purpose Business Person, I decided to go with a new term: Solo Owners. This term includes the one person shop as well as the single owner or couple with employees.

All of these terms describe a growing percentage of the working population who are setting up business from their home either by design or by necessity because of being out of work. These are the brave men and women who tackle the many challenges of owning a small business.  book cover - the on purpose business person

Typically, it is best to think of Solo Owners as one-person shops with support that is either virtual or in close proximity.

  • Professionals such as doctors, lawyers, CPAs, architects, and engineers
  • Skilled trades like carpenters, plumbers, and landscapers
  • Independent cottage industrialists, inventors, counselors, coaches, consultants, and salespersons
  • Creative persons like artists, musicians, writers, and songwriters

Many operate micro-franchises such as those found in the direct sales industry with MLMs and party plan companies.

Solo Owners are diverse, but their challenges are actually quite predictable.

They share a common ailment: what they imagined it would be like and what it is really like are different from what they anticipated.

If you are a Solo Owner, you’ll probably relate to the challenges of getting things accomplished, managing your time, and the constant learning process. The absence of co-workers and mentors is frequently mentioned as well.

What to do? Here’s a simple business leadership growth plan:

  1. Learn about business
  2. Learn to lead yourself and others
  3. Learn how to cooperate and work with othersHellegation - overwhelmed

Solo Owners easily fall into the trap of what I call Hellegation™ – the inability to delegate that creates a living hell on the job. You have a choice: delegation or Hellegation! Follow the advice above and you’re on your way to salvation.

If you’re really stuck, then invest in On-Purpose Executive Coaching to find the freedom business ownership promises to provide.

So, what are your challenges with being lonely at the top and the bottom?

Please share a tip for other Solo Owners below in the comments section. Or ask a question and I’ll add what I can to answer your questions, direct you to resources, or point you toward someone else who can assist you. Others may help you as well. We solo owners need each other. Let’s start now.

Be On-Purpose!
Kevin

What Makes for a Good Day’s Work?

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What is your measure for a good day’s work?

Chances are you know a good day when you have one, but do you have any specific measures that you could apply to your workday? If you don’t have specific measures, then is it any surprise that so many days are less than fulfilling?

A consistent comment I hear from business advisory clients is dissatisfaction and lack of personal productivity.

Because most of my clients are business owners, CEOs, and presidents, they tend to measure company sales and profits as the basis of success. Of course, that measure is really one for the business, not the person.

Today I’m turning to you to share your standard(s) for what makes for a good day’s work for you. Please use the comments section below today’s On-Purpose Business Minute to share your thoughts with all of us.

Be On-Purpose!

Kevin

 

Life After Business Interview

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Listen to Kevin W. McCarthy’s interview about Finding Your Purpose in Business and Life.

Join Kevin as he is interviewed by Ryan Tansom of Life After Business.

Learn what it means to build a company of leaders. Discover where entrepreneurs go off course when it comes to identifying and sticking to their purpose.

The interview is approximately 60 minutes.

What Is In Your September Plan?

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(This video mentions the year 2010. No matter the year, having a September plan is good for your business.)

Summer is almost over.

Many of us are just returning from vacation and others are just getting ready to close out the summer by heading on vacation. We’re executing on our family and personal plans put in place some months ago. Don’t you just love it when a plan comes together?

Northern hemisphere is highlighted in yellow a...Image via Wikipedia

September in the Northern Hemisphere provides a restart of sorts.

It isn’t like New Year’s Day, but in a sense it can function much like it because it gives us the opportunity to finish the year strong. September is a time to reboot the business.

From now until New Year’s Eve is a great stretch to really make strides in your career or business.

But you need a plan. So let’s talk about a September Plan.

With just a couple of weeks left in August, let’s get our heads ahead of the game and start making plans today for September through the remainder of the year.

  • What do you want to accomplish?
  • Who do you need to see?
  • What decision do you need to make?

Plan now and you’ll hit September in full stride and have the momentum to carry you through the fall and into the first days of winter.

What Is Your Cost of Poor Direction and Communication?

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At a client management roundtable I facilitated, the participants emphasized the lack of direction and communication. Their sentiments were echoed and validated by an employee survey. When asked to perform a financial assessment on the cost of poor communication and direction, within two minutes these leaders had calculated over $12 million in costs or 25% of the company’s gross revenues.

Is this high cost an exaggeration? Not at all. Their experience is typical.

Through the years I’ve invited clients to assess the cost of being off-purpose. Consistently, it is a breathtaking percentage of revenues. Here’s why: every line item on the financial statements is affected. The effect, however, is mostly indirect so the true cost is out of sight on the typical performance metrics.

Broadly insufficient direction and communication reflect on the top leaders. Experience tells me it isn’t that the top leaders won’t direct or communicate, it is that they don’t know what to communicate.

Direction and communication are deep strategic matters residing in the office of the CEO and C-suite.

Purpose, vision, missions, and values form the basis of core strategy that informs the business plan. Generalities instead of strategic clarity muddy direction and communication. When the leadership and management team are fuzzy, then the supervisory and frontline people are left guessing what to do.

Interestingly, those who “guess” better than most, get promoted. They imagine being in management will give them the opportunity to manage better than they were managed. In fact, they soon discover they’re just closer to the source of the problem and are even more exposed to the risks of managing through the mud. This can lead to a feeling of being squeezed between upper management and frontline workers.

On one hand, one wants to be loyal to their employer; yet, on the other hand, it is really hard to defend dumb policies and procedures with no basis of strategy or logic. In top management’s defense (to some degree), it is a fine line to walk between leading and managing versus dictating and micromanaging.

If you are the CEO, figure out your strategy and direction and commit yourself and your team to being true to it. Sell it consistently with great internal communication and reward right behaviors.

One of the great movie lines of all time comes from the movie Cool Hand Luke starring Paul Newman. The chain gang prison captain says to Luke after rendering a whipping on him, “What we’ve got here is … failure to communicate.” Watch Video.

Indeed, we do have … failure to communicate. Imagine being in my shoes and seeing huge gains and savings to be had in a business, yet the leader is out of the comfort of his or her experience or they assume they are communicating.

Expecting others to be mind readers is frustrating for everyone.

Purpose is the beginning of clarity in life and business. It pays big dividends to be on-purpose.

 

 

Have You Had Your Profit Epiphany?

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Profit-making has a bad rap.

Too often we associate profit with greed.

Truth be told, greed is an attitude of the heart that is often revealed in business but isn’t inherent to being in business.

If your heart’s desire is to truly be of service to others, then greed is likely not going to be your problem. Your challenge is just the opposite—you run so far from the appearances of greed that you overdeliver and undercharge so often that your business is hanging by a thread. Check your mindset and see if I’m right!

This On-Purpose Business Minute may be just the message you need to hear to awaken you that it isn’t your marketing, sales force, or operations that needs the adjustment—it is your internal posture about profits in need of repair. 

 

Creating Customer Service Excellence?

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Customer service is first an attitude before it is a behavior. Too often we focus on creating excellent customer service skills but we neglect the well-being and perspective of the person delivering it. How a customer is treated makes all the difference to their impression, experience, and promotion—yes, promotion—of your business.

Treat your customers right—first, because it is the right thing to do in a civil society. Second, treat them right because it is really smart business.

Do you have a concerted effort to improve the customer experience? If not, why not?

Customer service would appear to rest mostly on the shoulders of the front-line person interacting with the customer.

But does it really? Long before the customer relationship begins the top leaders of the organization hire the employees, set the standards, make investments, train managers, and create training programs.

The front-line employee is an easy target when things go wrong with customer service complaints. Admittedly, the front-line person does have a high responsibility. The fact is customer service improvement is a joint effort unified and girded by the strength of personal leadership across the entire team.

If your customer service levels have plateaued below your standards, then consider that you might have a systemic problem rather than a people challenge. Look to your business strategy, departmental cooperation, hiring, technology, training, or any number of issues under the purview of the “Customer Service” department.

Customer service skills training may provide a quick fix, but it is rarely a long-term improvement in the customer experience.

Watch this On-Purpose Minute, “Do Good Manners Matter?” about the importance of manners and the Ritz-Carlton approach to serving “ladies and gentlemen.” Having recently stayed at the Ritz-Carlton in Buckhead, GA I can tell you that this approach remains alive and well.

How On-Purpose Partners can help you

If you lead the company, you may need an assessment and recommendation to shift your corporate culture toward customer service excellence. We also offer one-on-one executive coaching as well as training and development programs designed to help your team members become TOP Performers and excellent in their customer service. Email us to arrange an appointment.