There are lots of reasons start-ups fail, but one that I see far too often is the lack of industry experience. Industry experience can be summed up as having substantive knowledge working in the area of the planned start-up.

As an advisor, I have met with hundreds of budding start-ups and one of my primary questions to them once they have explained their idea is, “what industry experience do you have?” Unfortunately, I never thought to quantify the responses, but suffice to say that a large percentage had zero industry experience.

Interesting enough, this was not isolated to any particular industry, but ran the gamut from app development to the hospitality industry and everything in between. This lack of industry experience can be partially explained by the rampant promotion of entrepreneurship and the social media heroes that give false hope to their many followers, by suggesting that they only need desire or ambition to be successful. For those of us that know better, nothing could be farther from the truth.

Chilkoot Pass

To be sure there are examples of individuals who have been successful in areas where they had little experience. For the most part these individuals had a lot of luck or a lot of money to support them while they learned, but they are the exceptions. The average entrepreneur has neither, but what the successful ones do have is industry experience.

Knowledge deficit

The authors of Age and High-Growth Entrepreneurship stated the following in a Harvard Business Review post;

“We found that work experience plays a critical role. Relative to founders with no relevant experience, those with at least three years of prior work experience in the same narrow industry as their start-up were 85% more likely to launch a highly successful start-up.”

History itself can be a great teacher and as Winston Churchill once said in a speech to the House of Commons “Those who fail to learn from history are condemned to repeat it.” There are many examples from history that entrepreneurs can draw upon to support or justify why those individuals with industry experience have a greater chance at success.

What most people overlook is that having industry experience is a massive competitive advantage. It gives you the knowledge to spot an opportunity from the inside that is invisible to an outsider. This is by no means a guarantee but having industry experience can minimizes potential missteps that are not clearly visible to the outsider.

Klondike (Yukon) Gold Rush

One of the most interesting comparisons that I can make to todays rush to entrepreneurship is that of the Klondike Gold Rush. Once the news leaked out that gold was discovered in Dawson City in the Yukon in 1896, the stampede was on.

Much like social media does today, newspapers from around the world wrote extensively about the bonanza. So much so, that in one San Francisco newspaper it was front page news for over a year.

It is estimated that between 100,000 and 300,000 people from around the world, regardless of their experience, quit their jobs, left their families, and headed out on the year long trek to claim their share of the riches. Sadly, many did not get far. Of the potential 300,000 who set out, only 100,000 thousand actually made it to the Yukon and only 30,000 of them got to Dawson City.

It is interesting to note that of the 30,000 who made it to Dawson City, only 2,000 actually found gold and only a handful of those returned home with any.

Access to Yukon in those days required the gold seekers to travel north via ships from ports along the Pacific west coast to Skagway Alaska. This was the jumping off point to the Yukon, but even if you made it this far, many Stampeders, as they became known, were in for a rude awakening and ended many a dream.

Beginning in 1896 the Canadian government would not allow entrance into the Yukon unless the individual had a year’s worth of supplies to sustain themselves. This is one of the reasons that tens of thousands of people could not continue, because they didn’t have the money to buy what was required.

These supplies were split equally between food and equipment and weighed approximately 2000 pounds. Failure to comply, would result in you being turned away at the Canadian border because the government did not want those who were woefully unprepared to even attempt this most grueling journey. Maybe today’s start-ups should be mandated in a similar way, but I digress.

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The Chilkoot Pass

One of the most famous pictures of that time is of the Chilkoot pass, where a long stream of prospectors are struggling up a 900 foot climb.

This 33 mile (53 kms) pass was the fastest, but more arduous way to Dawson City and once you made it over the pass, you still had 400+ miles (700 kms) to go. But you did not just have to climb the pass once, no you had to do it upwards of 20 times in order to move your 2000 pounds of supplies along your route.

In the early days, this was raw country and there just was not many transportation alternatives. For the most part, you either did it yourself or it did not move.

Just show up

The point of this comparison is that of tens of thousands that set out to stake their claim to riches, most had never prospected for anything. But because of all the newspaper hype, many just assumed that the gold was just lying there waiting to be picked up and if they could just get there, they would be rich. Experience did not matter, just show up.

Not to be overlooked, because it is not well documented, is how many people died in the attempt to reach the Klondike, but it numbered in the thousands. They died from either malnutrition or exposure, as the temperatures dropped to -40 degrees and colder in the winter. Sadly, they naively set out on journey, not knowing any better nor bring prepared. In other words, they had no experience.
Too many people today assume that it is easy to start a business and all they must do is to show up. Sadly, those that are not prepared, never make it to their destination. It takes more than desire, it takes knowledge and skills, and those skills and knowledge come from experience.

We need to change the way we promote entrepreneurship because, contrary to what we hear, it is not for everybody. However, for those that want to be their own boss, they need to understand that one of the best things they can do to increase their odds of success, is to get some industry experience.

It is not enough to watch a few how-to videos on YouTube or participate webinars. Only working in the industry will give you the necessary insights to map your way to the gold.

Fortunately, unlike the Yukon Gold Rush, few today are dying because of a failed business idea.

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Get More LIFE Out of Your Business

You shouldn’t be the hardest working person in your company.

Many small business owners find that even after the struggling start-up years, they’re working too many hours and still managing every aspect of their businesses.

Greg Weatherdon has been there, done that. As an entrepreneur, he learned not only how to get a business to the point of running smoothly, but also how to reduce the number of hours he worked, delegate more responsibility to his employees, and take longer vacations while his business chugged along like a well-oiled machine. And now he is providing the secret to success.

Do you suffer from any of the following?

1. Business ownership isn’t living up to the dream.
2. Endless workdays.
3. You can’t find good people.
4. Profits are less than expected.
5. You can never take a vacation.

You’re not alone. But there is a solution. As Greg demonstrates, with some time and effort, you really can Get More Life Out Of Your Business.

For newly minted entrepreneurs, the biggest priority is to generate revenue, any revenue in an effort to transition from struggling to profitable enterprise. To those of us who have made the crossing, we have more often than not sacrificed our own financial needs in order to create a proper fiscal foundation for our business. Because so few of us ever get investor capital, we are left to our own devices to fund our enterprises. That’s okay. As that old saying goes “What doesn’t kill us, makes us stronger!”

Unfortunately, we have trouble letting go of this attitude once the business moves off life support and begins breathing on its’ own. Of course this is understandable. Having lived through the tough times, it’s not something we’re eager to revisit. So under the guise of “reinvesting in the company”, we continue to pour our profits back into the organization and rarely do we consider taking it out of the company. Not to spend on toys, but to take some risk off the table.

Money Jar

80% of owners wealth is in their company

Considering most business owners hold upwards of 80% of their wealth in their business, this “all your eggs in one basket” scenario is a high risk situation. Ask these same owners if they would invest 80% of their net worth in shares of just one company on the stock exchange and they would certainly question your sanity. Yet these same individuals don’t think twice about their current wealth strategy.

In my case, I had set a target of getting 66% of my wealth outside of my operating company and to provide some form of creditor protection. I did this not because I was anticipating any sort of business crisis, but because I realized I didn’t want all that I had worked for to be totally dependent on the future performance of me and my company.

5 simple steps to get you started

Okay, so where and when do you begin? The following steps may help you frame your own initiative. Your corporate structure will dictate what vehicles are available to you and by all means consult your accountant, lawyer, financial planner and any other professional you need to maximize the effectiveness of this strategy

  1. Make sure you’re taking a regular dependable salary. Not your dream salary, but one that allows you to work without the stress of your personal financial situation overwhelming your decision making. In other words comfortably covering your basic needs.
  2. Begin formally moving a set amount from your current account to your chosen vehicle i.e. holding company, corporate savings account, etc. The formula you choose can range from 5% of all your billings that automatically gets transferred monthly to upwards of 50% of annual profit being transitioned out.
  3. This money should not be put at risk in another venture.
  4. Although minimizing taxation is always important, it can’t be the deciding factor.
  5. Eventually you will have transferred at least a portion of your wealth and created another pillar in your financial portfolio.

Freedom and security

If you were expecting some magic formula, I’m sorry to disappoint. This is basic wealth management, a rainy day fund, often ignored by business owners. Too many owners are hoping to cash-in when they sell their companies and are devastated when they can’t sell or get significantly less than they anticipated and have no additional source of wealth.

Being an eternal optimist is a necessary ingredient to having any chance of success as an entrepreneur, but it needs to be tempered with a bit of realism. It’s truly amazing the sense of freedom and security you feel when you’ve consciously created an additional source of wealth outside your operating company.

How you do it is up to you, but starting today in small increments is a must, because like a journey of a thousand miles, financial freedom begins with a single small step.

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Get More LIFE Out of Your Business

You shouldn’t be the hardest working person in your company.

Many small business owners find that even after the struggling start-up years, they’re working too many hours and still managing every aspect of their businesses.

Greg Weatherdon has been there, done that. As an entrepreneur, he learned not only how to get a business to the point of running smoothly, but also how to reduce the number of hours he worked, delegate more responsibility to his employees, and take longer vacations while his business chugged along like a well-oiled machine. And now he is providing the secret to success.

Do you suffer from any of the following?

1. Business ownership isn’t living up to the dream.
2. Endless workdays.
3. You can’t find good people.
4. Profits are less than expected.
5. You can never take a vacation.

You’re not alone. But there is a solution. As Greg demonstrates, with some time and effort, you really can Get More Life Out Of Your Business.

Money, it’s one of those personal topics that many people are uncomfortable discussing. Why that is, varies from person to person.

Even inside a business that uncomfortableness exist, but that needs to change. Generally speaking, the only time the subject of money seems to ever comes up is in the heat of the moment in comments such as “Do you know how much that costs?”. Even then the word money is not used.

When I ask owners what business they are in, I usually get the expected answer such as “I’m in retail or I own a restaurant or I’m in a service business of some sorts.” These are all technically correct answers and serve to explain your enterprise to your external customers and strangers alike.

However, I would like you to consider an alternative definition that should be used internally within the organization and be at the forefront of your decision making process. What is that internal definition? Simply, “We are in the money business!”

dollars, pounds, yen

And it matters not one bit what industry you are in. At the end of the day, you are in the money getting business. Pure and simple. You exchange your services in return for money.

The service you offer is nothing more than the vehicle you use to get that money.

This may sound a little crass to some because they don’t want to think of their business in such impersonal terms. Others are so emotionally committed to their desire to be an entrepreneur that they have fallen in love with their idea and not the business of the business itself.

Let’s be honest, the reason 99% of us went into business in the first place, is the allure of potentially making more money. To be sure, we had other reasons such as being our own boss, validating our idea or just finding a better way to do something. But at the end of the day, the majority of us were seeking higher incomes.

Focusing on money is not to say that you have to become Scrooge like. Nor does it mean caring less about your customers or how you do things. To the contrary, having higher profitability and more money gives you the ability to actually increase your service levels. The alternative means that you’re on the proverbial treadmill generating additional low margin business just to keep the doors open, which results in customer service taking a back seat to everything else.

No, it means being selective in where you commit this precious resource. It also means getting your staff to understand that their actions can impact, good or bad, the profitability and financial health of the company. But you need to reinforce that position with them. You need to make them understand that their actions have a cost associated with it.

Loving what you do is one thing, but it’s got to be profitable and the more money or profit you make allows you to build a safety net under your company. Consider for a moment, how unprepared so many small businesses were in the face of the Covid-19 lockdowns. Sadly, many have locked their doors forever.

Changing the mindset

 

There’s really only two things you need to know about money, where you get it and where you spend it. So, the logical place to start is to understand where you get your money.

It’s been my experience that just about every business has revenue categories. Unfortunately, many entrepreneurs don’t bother to segregate their services into any formal groupings. As a result, they have no idea what percentage each product or service groupings contribute to their revenue.

 

But revenue grouping is only half the equation. We often hear that we should be focusing most of our time on revenue generating activities. I absolutely agree that this should be every entrepreneurs priority, with one added caveat. These revenue generating activities need to be profitable and we should be focusing on the most profitable of these activities.

Therefore, in order to determine which revenue generating activities are the most profitable, we need to be able to attribute what it costs to generate those revenue. You do so by allocating all the expenses incurred to each of the revenue groups. In doing so, you can now determine the most profitable areas of your business. In other words, what’s making you money, where you’re losing money and everything in between.

By having the ability to analyse your revenue categories, you can begin to make educated decisions. When you consider how much labour, overheads, and other expenses go into generating revenue and then to find out you lost money or only break even, it’s heartbreaking. Granted getting a nice big cheque for a project you just completed is a wonderful feeling. However, if it has a low profit margin, you are effectively just trading dollars.

So first and foremost, you need to prioritize your activities on the most profitable products or services you offer. Then you need to determine how you can increase your activity on these most profitable items.

At the end of the day your objective is to narrow your focus to those items or activities that are the most profitable and quit wasting time on marginal ones. There are only so many hours in a day available to you and your staff. If you subscribe even just a little bit to the 80/20 rule you’ll quickly determine that a lot of your energy and your staffs is wasted on low value products and activities.

I know many will say that they have to keep their prices low in order to compete. This is where you need to get your head around the fact that you are in the money business. If that’s truly the case, get the heck out of that line of business or quit offering that product. If you need to stay in that line of business, then find a way to increase the value of your offer without increasing your costs. That way you’ll you can demand a higher price, thereby increasing your profits. These decisions are well within your control.

A True Story

Many years ago, I undertook this exercise to determine where we were making our money. Although it was a tedious process, it was an eye opener. The net result of that undertaking was that I cut over $300,000 of revenue from the company by identifying low margin activities and clients in industries where, due to competition, we were unable to manage any form of price increase to make them more profitable.

This was at a time when my company had just achieved breakeven and this decision was going to be a major setback. However, as expected or maybe I should say hoped, our profitability grew significantly, and we were profitable in less than a year.

In hindsight, it made perfect sense and the risk was more imagined than real. When you consider that we focused on fewer but more profitable services and clients or labour and other expense inputs dropped dramatically, which resulted in more profits for the company.

In addition, this exercise helped us to identify and target those clients and industries where there was very little competition. Doing so allowed us to regain the lost revenue within 18 months and our profitability continued to grow. 

Just to reinforce this point, Covid-19 forced many global foods companies to reduce their product offerings in order to focus on their core products. Lays, Procter & Gamble, Kraft and the Campbell Soup Company, stop producing, not just cut back many of their slower moving products because demand on their core products exceed their ability to supply. Some of these companies reduced their offering by upwards of 18%. Many of these cut products may never return to our grocery shelves because the companies realized that their profits came from their core products.

Spending money is easy, making money is hard

Another thing to keep in mind is, that spending money is easy, making money it is hard. Because of how hard it is to make money, every spending decision, whether that be on equipment or staff needs to be paid for somehow. For example, if you’re netting 10% profit on the bottom line, a $10,000 expense requires you to generate extra revenue by a factor of 10. In other words, you need to generate $100,000 in additional revenue just to cover the cost of that expense.

So before you or your staff clicks the “Add to Cart” button or slap down your credit card on supplies or that new piece of equipment, you better make sure it’s necessary. Because at the end of the day, that’s less money you’ll be able to take out of the company personally.

Money is such a precious commodity in any business. Some of the benefits of having money in the bank, is that it’s a great stress reliever knowing we have the capabilities to meet our obligations. Taking that stress off the table, then allows us to concentrate our time on more productive duties.

It’s in times of crisis that the importance of money is reaffirmed. Crisis come in all shapes and sizes. From key customers that quit buying to pandemics, each can seriously mess with your business. So by adopting the attitude that you’re in the money business, will go a long way significantly increasing your profitability and your income.

I’d like to know your thoughts if you were faced with a similar situation. So, leave your comments below.

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If you found this of value, please pass this along to any business owner that you fell could benefit by understanding that they’re in The Money Business

Get More LIFE Out of Your Business

You shouldn’t be the hardest working person in your company.

Many small business owners find that even after the struggling start-up years, they’re working too many hours and still managing every aspect of their businesses.

Greg Weatherdon has been there, done that. As an entrepreneur, he learned not only how to get a business to the point of running smoothly, but also how to reduce the number of hours he worked, delegate more responsibility to his employees, and take longer vacations while his business chugged along like a well-oiled machine. And now he is providing the secret to success.

Do you suffer from any of the following?

1. Business ownership isn’t living up to the dream.
2. Endless workdays.
3. You can’t find good people.
4. Profits are less than expected.
5. You can never take a vacation.

You’re not alone. But there is a solution. As Greg demonstrates, with some time and effort, you really can Get More Life Out Of Your Business.

Those of you that know me and have either purchased my book or attended an event that I have spoken at, know that the advice I share is based on getting the basics right. By getting the basics right, you can grow your business and your leadership skills that allow you to attain a high level of freedom by removing the shackles of ownership.

Financial cushion

Unfortunately, what I preach has never been sexy or opportunistic. These basic, time tested business philosophies are easy to understand and don’t require any special skills to execute. The only requirement is that you spend the time to implement them.

It’s interesting that during these surreal times, with a pandemic raging, that those who’ve gotten the basics right, will be just fine. It’s not that they’re thriving at the moment, as a matter of fact, like most, they’ve had their businesses turned upside down. However, what they have in common is that they have built a financial cushion that will allow then to weather this storm and survive.

Where have all the experts gone?

So this brings me to my question- Where have all the experts gone? Where are all those talking heads with the latest and greatest strategy? Where are those experts, with the can’t miss lead generation program or consumer engagement secrets gone? Where are they now when your world has blown up? The thing is, many are one trick ponies and that’s all they’ve been preaching for the past few years. Sadly many entrepreneurs assumed that by following these messiahs all their problems would go away. Unfortunately, that’s not how it works. To be successful, you need to hope for the best, but plan for the worst. And it doesn’t get much worse than this.

Not to be let off the hook, let’s not forget all those government funded incubators and post secondary entrepreneur programs that have encouraged thousands of individuals to become an entrepreneur. Where is their voice in all this chaos? Shouldn’t they, with all their expertise, be offering the small business community actionable solutions or ideas to help them survive?

Based on my research, all I see them doing is regurgitating information on the various government emergency programs and not much else. Isn’t this the time when these organizations should be rallying their resources to help their memberships or alumni? It is, but they aren’t.

30-50% will fail

So with all these so called experts, where are they now when the small business community is being decimated? Unfortunately, many of their followers won’t survive as it is estimated that 30%-50% of small businesses won’t make it through this turmoil. Regrettably, how to prepare for economic upheaval, is something they just don’t preach.

For those successful entrepreneurs that will survive, they have a few of things going for them. They remember the past, are focused on the present and are looking to the future.

The past

History has a nasty habit of repeating itself and understanding that economic turmoil is a regular occurrence that hits entrepreneurs the hardest. And each time it happens it decimates a high number of businesses because they didn’t plan for the worst case scenario. Let’s be honest. This pandemic is the proverbial 100 year storm and is extreme, but it still an economic upheaval. Those businesses that will fail, never placed any effort to build a financial foundation under their businesses. They just kept reinvesting everything in their enterprises.

Much like betting at the casino, those that will survive understand that cash is king and when you’re up, you should consistently take some money off the table and continue until such time that they’re only playing with the houses money. Sadly, many just kept betting it all and now they have no money to tide them over and will become a statistic.

The present

Those that understand the past and have built their financial resources, can calmly focus on maintaining what they’ve built. To be sure, it’s not business as usual and they’re feeling the pain, but having the financial wherewithal allows them to scale down their business and focus on surviving. Although they are still feeling the stress with the current situation, they’re not panicking and are able to focus on reinventing or innovating in a calm manner. Let’s be honest, making decisions under duress is never a good idea, simply because we’re not thinking clearly.

The future.

Those entrepreneurs with a financial cushion, know that things will get better in the future and are preparing for the day that things turn around. They understand that when that day comes, they can once again accelerate their business growth and with far fewer competitors they’ll easily make up any lost ground. As an added bonus, they will most likely grow their margins because they’ve either innovated and/or found savings by just doing things a little differently.

Maybe things will change once this is over. Maybe how we promote entrepreneurship will also change, but I have my doubts. Growth for the sake of growth increases risk far greater than necessary and needs to be tempered with a good dose of common sense.

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Get More LIFE Out of Your Business

You shouldn’t be the hardest working person in your company.

Many small business owners find that even after the struggling start-up years, they’re working too many hours and still managing every aspect of their businesses.

Greg Weatherdon has been there, done that. As an entrepreneur, he learned not only how to get a business to the point of running smoothly, but also how to reduce the number of hours he worked, delegate more responsibility to his employees, and take longer vacations while his business chugged along like a well-oiled machine. And now he is providing the secret to success.

Do you suffer from any of the following?

1. Business ownership isn’t living up to the dream.
2. Endless workdays.
3. You can’t find good people.
4. Profits are less than expected.
5. You can never take a vacation.

You’re not alone. But there is a solution. As Greg demonstrates, with some time and effort, you really can Get More Life Out Of Your Business.

A few months ago, I finally did something that I had longed to do but just never got around to it. Not quite a bucket list item, but pretty close. That something was to drive a race prepared car on a closed road course. Calabogie Motorsports offers just such a program. The road course is just a hair over 5 kms that has 20 turns and enough of a straightaway to get you to question your sanity. But at the end of the day, I couldn’t help but draw many parallels between the days activities and running a small business.

It all started because my youngest son was planning on signing up for the half day training at the track, and it only took me a couple of minutes to invite myself along. It’s funny how these things always seem like a good idea until the early morning drive to the track makes you wonder if it really was.

Now driving is something I’ve done my entire life, having spent my early days as a long haul truck driver. Getting behind any vehicle with a steering wheel is something I’m comfortable with. What gave me pause, was the fact that I’d be hurtling along in a race car at over 200 kms. That plus the fact, you never want to be that guy that embarrasses himself in front of the other 10 participants, let alone your son. That can be somebody else’s job.

Briefing session

So, as we gathered in the training room at the appointed time, we were welcomed by a couple of gentlemen that were going to review the schedule of morning activities, the characteristics of the car, track conditions that day, safety rules and the meaning of the on-track flags. This brought about the first comparison to running a small business.

Small Business Tip#1 – Briefings

How often do you take the time to gather everybody together, to define the day’s or week’s activity? How often do you remind your group of why they’re here and what we’re hoping to achieve or gain that week? How often do we set expectations in a team environment? Although we have great intentions of doing so, I suspect we don’t do it often enough.

As a result, we just assume everybody knows what to do, when to do it and what’s expected. Sadly, this lack of direction or confirmation of understanding can lead to untold number of mistakes. Implementing, short briefing sessions on a weekly or daily basis, as well as at the beginning of a major assignment can greatly reduce confusion and ensure your team is focused on the same end results. Or as the saying goes, make sure everyone is on the same page.

Track Time

After a quick introduction to our in driver trainer, we made our way out to our cars. These race prepped cars, had windows replaced where needed with Plexiglas and removed where not necessary. I can tell you getting into these vehicles is quite the process as you weave yourself around and through the roll cage, much like performing a downward dog yoga move coupled with a reverse warrior pose to end up in a snug, but less than comfortable racing seat. They make it look so effortless on tv, but I can assure you it’s not.

For the first of three on track sessions, you are a passenger as the trainer puts the car through it’s paces and shows you what’s possible. As a first time passenger in a fully prepped race car, I can confess that it’s a whole new experience. Unfortunately, the sensory overload during the ride along, really wasn’t conducive to learning anything the trainer was saying. There was just too much information to be absorbed in a very unfamiliar environment with your senses being hammered by new inputs. However, I do remember him saying that sometimes you need to go slow to go fast, which I didn’t quite understand at the time.

Small Business Tip #2 –  Teaching moments

Too often we assume people understand the objectives. We throw so much information at them and then never take the time to confirm their understanding. To be sure we ask if everybody understands and of course heads nod in agreement. This can be because they don’t want to look foolish or more often, they actually think they do understand, but it may be a completely different understanding.

Taking a few extra moments to ask specific questions about expected results or executional details to truly confirm their understanding can go a long way in avoiding missteps. The reason for this extra steps is to make sure someone hasn’t misinterpreted a critical piece of information or expectation.

My Turn

So now it’s my turn behind the wheel. The moment you push the engine start button and the V8 roars to life, you know you’re not in Kansas any longer. The sheer raw power of the engine shakes the car and is felt in every fiber of your body. Not uncontrollably mind you, but enough to make you respect it’s potential and get focused. It’s also the time when you start thinking, what the hell have I done!

Sitting behind the wheel you realize that these cars are stripped down to their bare essence. An engine, a transmission, tires, body shell and absolutely no interior padding with only a handful of gauges. That’s it, just the basics. But seriously, what else do you need? These cars are built to go fast and stick to the track.

Small Business tip #3 – Simplify

How often do we have steps or unnecessary processes to getting a job, task or assignment done, just because we think it’s necessary? Do we have efficient processes? Can we strip down the process to it’s basics in order increase our deliverables? Has anybody asked, why we do it this way or is there a better, simpler way?

The race car is meant to go fast and it does so without any unnecessary frills. Shouldn’t we be running the most efficient businesses we can? If something doesn’t add real value to the customer, then it shouldn’t be there. Are we asking our staff for their input or suggestions? They are the ones that work with the processes every single day, they just may have a better way.

On the track

As I pulled out onto the track, I distinctly remember that the transmission and clutch had a familiar feel. It then dawned on me that it reminded me of my uncles farm trucks of my youth. The transmission and clutch had a very positive interaction and it was all business, no frills.

Staying in the safety lane all the while accelerating in order to merge with the other vehicles, it was at this point that I realized, I didn’t remember a thing my trainer had told me. However, being connected to him via headset as he sat in the passenger seat, I started receiving a constant stream of instructions that easily matched the speed of the car as we approached 200kms per hour.

For the next 15-20 minutes we did laps around the track as I desperately tried smooth out my handling and add a little finesse to an otherwise less than stellar run. At the end of the session, we made our way in for a debriefing session with all the participants as we asked, and they answered our questions.

Small Business Tip #4 –  Status updates

How often do we gather everyone to either get or give a status update on the company or an initiative? Scheduling regular but short debriefing sessions help to identify road blocks, allow for clarification and make course corrections. Checking in regularly can solve many minor issues before they become major issues that are impossible to correct.

The last session.

This last on track session is where I had my greatest breakthrough and an “Ah ha” moment. As with most people who do these things, I felt I was a pretty good driver and understood the basic concepts of racing, such as finding the straightest line through a curve, etc. However, that easier said than done as I consistently missed apex after apex on most turns. It was frustrating and humbling.

The trainer kept telling me to brake hard to scrub speed as I entered the tightest turns. I figured I understood the concept, but time and again, I’d blow the turn. I thought I was going slow enough to hit my mark, because going any slower wasn’t cool and we’re suppose to go fast, right?

So, on one particular lap I figured I’d slow down earlier and harder and see what happened. To my amazement, the car just hunkered down and dug in. We held the line and we rocketed out of the turn, with very little corrective input required on my part after pointing the car in the right direction. The throttle was wide open, it was almost textbook, and it was confirmed by my trainer’s comment “that’s what I’m talking about” through the headset.

Small Business tip #5 – Pump the brakes

Too often we’re in a rush to get the end result. Ambition is a great quality but needs to be tempered at times. The Navy Seals apparently have a saying that says “Slow is smooth, smooth is fast”. I know that sound contrary to what we believe, but it works.

Not always, but sometimes we just have to pump the brakes on an idea or initiative and stretch out the deadline. By doing so it gives us the time we need to make sure we have all the information, the right people and the capacity to handle the assignment. Whether that’s growing our business or contemplating pitching a large contract. This extra time may allow for a much smoother execution and less rework, because smooth is fast.

Go Slow to Go Fast

Going too fast can be very stressful for all involved and can set us up for mistakes. Knowing when to hammer the throttle and when to stand on the brakes is an artform in itself and I have a new found respect for professional drivers because it’s both mentally and physically draining controlling a race car at speed.

The same can be said of running your business too fast. Sometimes you just need to go slow to go fast.

I appreciate hearing your feedback to this or any of my posts. So share your thoughts below.

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Get More LIFE Out of Your Business

You shouldn’t be the hardest working person in your company.

Many small business owners find that even after the struggling start-up years, they’re working too many hours and still managing every aspect of their businesses.

Greg Weatherdon has been there, done that. As an entrepreneur, he learned not only how to get a business to the point of running smoothly, but also how to reduce the number of hours he worked, delegate more responsibility to his employees, and take longer vacations while his business chugged along like a well-oiled machine. And now he is providing the secret to success.

Do you suffer from any of the following?

1. Business ownership isn’t living up to the dream.
2. Endless workdays.
3. You can’t find good people.
4. Profits are less than expected.
5. You can never take a vacation.

You’re not alone. But there is a solution. As Greg demonstrates, with some time and effort, you really can Get More Life Out Of Your Business.

What if, you had the chance of starting over? What if you could reboot your business? What would you do differently? Theses are questions that I regularly ask small business owners, especially when I come across those that are struggling, stressed out and unhappy.

The answers I get range from, “I’d hire better people” to “I would not have tried to grow so fast”. Let’s not forget the commonly heard “I was happier when I got to do the stuff I liked doing”. Depending on the individual and their speciality, that could range from selling to working in the shop.

Keeping your foot to the floor

The reality of business ownership is that we are driven to build the company as fast as possible. Of course, that makes total sense as we need to generate revenue and get profitable as soon as we can, or we just don’t survive. Simple enough and it makes total sense.

Where the problem arises for many, is that they just keep their foot to floor, to steal a metaphor, and don’t back off once they hit that threshold of profitability. For others, the bigger they get, the less money they seem to make. At some point, they reach that tipping point whereby they’re just tired of chasing what seems to be an elusive goal and now feel trapped in a future of their own making.

So why is that? Well the answer is pretty simple. Everything we read, see or hear regarding entrepreneurial success is about growing your business. Everything is sensationalised. Rarely do we hear about the thousands upon thousands successful small business owners who are quite content with the size of their businesses and are not looking expand other than by organic growth. But they exist, they’re successful and they’re happy.

If you’re not growing, you’re dying!

I too wanted to build that empire. I was also caught up in the grow your business mentality, where the mantra “if you’re not growing, you’re dying” was the battle cry of the day. There’s a small bit of truth in that statement, in that your revenues should be growing annually, if nothing more than to keep up with inflation. But as with most of these statements, they’re always taken to the extreme, which put undue stress on an owner and their ability to keep up. For example, the current buzz words are that you need to “10x” your business or grow it 10 times the current size. Really? Why?

It took a while for me to ignore the hype and focus on what’s was important to me. What I came to realize was that I wasn’t prepared to make the personal sacrifices required to grow the company at all costs. My family and quality of life were my priorities.

That’s not to say I didn’t have any drive or ambition. On the contrary, but I was no longer in a rush and I came to enjoy the measured approach to growth, where I could have some degree of control over it. Put another way, I subscribed to the notion that “the journey is the destination”. Once I realized what was important to me, I found my level or balance if you wish.

You don’t have to ask for permission

So, when I hear the answers to the question – What would you do differently? I usually ask, what’s stopping you? Which usually stops the individual in their tracks. They really don’t have an answer. Oh, they say things like, I’ve got too much invested, or I can’t just fire these people. To which I respond, you can do whatever you want. Who’s stopping you and why can’t you?

Seriously, we have the control. We don’t have to ask permission of anyone. As owners we are not infallible. We make mistakes. We make mistakes in hiring. We make mistakes in our strategic planning. We make mistakes in the products or services we offer. We are human and no one has a crystal ball. Yet too many of us get trapped by past decisions. So, what’s stopping us from changing? Is it ego? I believe that’s part of it. Is it pride? Yup I believe that also part of it. However, I believe the biggest issue is fear. Fear that we might make the same mistake all over again. That’s certainly a risk, but frankly it’s a small risk because you’re far more knowledgeable than you used to be, and you now know what you don’t like. The alternative of course is to do nothing, and I can pretty much guarantee you’ll continue to be miserable.

The beauty about starting over is you already have a business, so you’re not really starting over. It’s more of a makeover and it doesn’t have to happen all at once. However, you do need a plan because without one, you risk ending up right back where you started. What that plan looks like varies by individual.

Don’t get paralyzed

Yes, this process can seem a little overwhelming, so you need to make sure you don’t get paralyzed with all the decisions you need to make. So, the first thing you need do, if you’re looking to morph your business into the one you want, is to make a list of everything you want to change. Be tough and list everything and everybody. The objective of making the list is not just to get organized, but to break down everything you want to do into bite sized pieces. This will make the whole process more manageable and also help feel like you’re making progress as you check off the items.

Now rank the items from urgent to less urgent. Don’t forget to include your own personal improvements on this list, because you’ll also need to do things differently than you have. Next, just start with the first item. Remember, some things can be done immediately, and some may take a little longer.

A common example I run into is having to let someone go. You’ve most likely been contemplating dismissing the individual for quite some time. You’ve probably been putting it off because you’re hoping that they’ll improve or, more likely, it’s because you just hate doing the deed. But the truth is that deep down inside, you know it’ll never work, so why wait any longer? To use the Nike slogan “Just Do It!”. Although you may not enjoy the process, the sooner it’s done, the sooner it’ll be in your rearview mirror and you won’t be stressing over it.

Leadership

This whole process is about leadership. It’s about taking charge of your destiny, your future. Sometimes you lead from the front, sometimes you lead from the rear. This is one of those times you need to lead from the front, and you do so by taking action. No more hesitation. This is about your life and your happiness.

For example, I work with a number contractors in various trades. Many of them miss being “on the tools” as they like to say. For them it’s therapeutic and gets them away from the day-to-day running of the company. Unfortunately for most, their toolbelts are just hanging on the wall collecting dust. So, what I recommend to these individuals is to just schedule a few days a month where they strap on their toolbelts and go work on the job site. It’s that simple.

Do you miss the customer interaction because you’re too busy doing administrative duties? Then just schedule a couple of days to visit clients. The upside to getting out is that you may just discover missed opportunities with your existing customers.

Getting your business to align with your needs is easier than you think, because you have the power to make the changes you want. It just takes the sincere desire to make changes. If your goals have changed from when you first started, that’s ok, they’re your goals. You don’t need anybody’s permission to adjust course. If you do, I give you permission.

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Get More LIFE Out of Your Business

You shouldn’t be the hardest working person in your company.

Many small business owners find that even after the struggling start-up years, they’re working too many hours and still managing every aspect of their businesses.

Greg Weatherdon has been there, done that. As an entrepreneur, he learned not only how to get a business to the point of running smoothly, but also how to reduce the number of hours he worked, delegate more responsibility to his employees, and take longer vacations while his business chugged along like a well-oiled machine. And now he is providing the secret to success.

Do you suffer from any of the following?

1. Business ownership isn’t living up to the dream.
2. Endless workdays.
3. You can’t find good people.
4. Profits are less than expected.
5. You can never take a vacation.

You’re not alone. But there is a solution. As Greg demonstrates, with some time and effort, you really can Get More Life Out Of Your Business.

In the movie Top Gun, Maverick and Goose are flying in close formation with Iceman in a training manoeuvre as they try to shoot down a much nimbler fictitious Russian MiG fighter. Maverick having been accused of abandoning his wingmen in the past, is sticking tight to Iceman but clearly has “the shot”.

Maverick pleads with Iceman to break off and let him take the shot. Iceman’s rebuttal is that he only needs a few more seconds to acquire the target. Finally, after what seems like an eternity, Iceman capitulates and breaks hard right as Maverick has requested and that’s when things get really ugly for Maverick and Goose.

When Iceman finally relinquished his position by breaking hard right, the airflow over the wings of Maverick’s plane became disrupted. What was once clear air flowing across his wings, turned into a vortex of turbulent erratic air. This clear air disruption meant the plane’s wings lost their lift capabilities. Suddenly, the plane was into a flat spin, from which Maverick couldn’t recover and cost Goose his life.

It’s good enough for me

Of course, this was fictional, but serves as a great example of what happens to too many businesses that don’t set their own strategy. They blindly follow a competitor’s lead assuming all along that “if it’s good enough for them, it’s good enough for me.” But what you don’t know is, what conditions they are operating under.

Thoughtlessly following a competitor’s strategy is just being lazy and leaves you vulnerable. Taking the time to set your own course is time well spent.

Your flight path

Charting your own flight path minimizes the risk of being caught up in a competitor’s vortex. You decide what to sell, who you want to sell to and where you want to sell. Paying too much attention to your competitor, restricts your ability to come up with creative solutions. Just because it’s never been done before, does mean it can’t.

Throughout my career I’ve broken the rules many times and received very little push back. In most cases it opened up a huge competitive gap that gave me a significant advantage over my competition. I didn’t have to wait for them to clear out of the way, because I wasn’t following anybody, as I had clear air all the way.

Clear air

How do you find clear air? Most of the time, it’s simply a matter of looking around and seeing what others outside of your industry are doing. We get so immersed in our industries, that we forget that people are doing new and creative things everywhere, in every industry and every day. You need to be aware of your surroundings, of what’s going on around. Once you develop this habit, you’ll begin to see a myriad of new ideas or opportunities that others have overlooked.

Copyright © Greg Weatherdon 2019

Sign up above to receive email notification of the latest update to this blog.

 

Get More LIFE Out of Your Business

You shouldn’t be the hardest working person in your company.

Many small business owners find that even after the struggling start-up years, they’re working too many hours and still managing every aspect of their businesses.

Greg Weatherdon has been there, done that. As an entrepreneur, he learned not only how to get a business to the point of running smoothly, but also how to reduce the number of hours he worked, delegate more responsibility to his employees, and take longer vacations while his business chugged along like a well-oiled machine. And now he is providing the secret to success.

Do you suffer from any of the following?

1. Business ownership isn’t living up to the dream.
2. Endless workdays.
3. You can’t find good people.
4. Profits are less than expected.
5. You can never take a vacation.

You’re not alone. But there is a solution. As Greg demonstrates, with some time and effort, you really can Get More Life Out Of Your Business.

In the movie City Slickers, Jack Palance’s character Curly and Billy Crystal’s character Mitch are riding along having a bonding moment, when Curly turns to Mitch and asks,

Curly: Do you know what the secret to life is?

Mitch: No What?

Curly: This! (As he holds up one finger)

Mitch: Your finger?

Curly: One thing. Just one thing. You stick to that and everything else doesn’t mean (expletive).

Mitch: That’s great, but what’s the one thing?

Curly: That’s what you gotta figure out

I’m always reminded of that scene whenever I ask my clients “What’s the number one thing every business needs in order to succeed?” Inevitably, I get a number of different answers that include reputation, a good product, good customer service, great staff, hard work and so on. 

Quite frankly they’re all wonderful valid answers and easily qualify within the top 5 items, but not what I consider the most important item. However, every once in a while, I get the answer I’m looking for, and that answer is money!

Try doing anything without money

Money pays the rent, the staff, the new pc’s, product or service development, etc. It’s what keeps the lights on. Money affords you the opportunity to create great products or services. Money allows you to provide great customer service. Money allows you to provide a great work environment. Don’t believe me? Try doing anything in your business without money.

Generating profitable revenue, getting paid and controlling expenses are the key elements to getting money. Do enough of these you’re your bank account grows. I know this sounds pretty simplistic to many, but unfortunately, countless owners don’t get it. What I typical come across are owners spending their time on non-revenue generating activities. Although they’re busy, these activities are just a waste of time and are usually a substitute for doing the things that they should be doing, but don’t like doing, such as a prospecting, follow up calls or networking.

The thing is, the longer they put off doing the important stuff, the longer they’ll struggle. What they fail to realize is that they only have to do these uncomfortable tasks until such time as they can afford to hire someone else to do them. Therefore, it’s in their best interest to focus as much of their attention on generating as much profitable revenue as possible.

Other reasons for building a healthy bank balance is to avoid stress. Running a small business is full of stress and an opportunity to minimize the any of it, is welcomed. Having a healthy bank balance means not stressing over making payroll or paying your suppliers. Having money in your account means being able to take a regular paycheque.

Weather any storm

One of the biggest benefits to having money in the account, is being able to weather any form of revenue drought. Over the course of the 17 years I owned the Marketing Resource Group, we would inevitably have one month of the year where revenues would go to zero. Not just slow down, but really go to zero!

When it first happened, I remember getting very concerned wondering what the heck was going on. Had our service model run its course? Had our clients found another supplier? Had they found an alternative solution? It’s the kind of thing that could really ruin your day, week or month and keep you up at nights.

The first time it occurred was in January, I justified it by saying our clients are just a slow getting back into the swing of things following the Christmas holidays. The next year, it happened again, but this time in March. Once again, I was stressing over it. However, when revenue recovered the following month, I chalked it up to Spring Break distracting my clients. Year over year in continued to happen, but strangely never the same month. Fortunately, as time went on, it became a non event and I just accepted the fact that we would lose a month of revenue every year.

Maintain discipline

The upside of this, is that those quiet months would give us almost four weeks in which to get caught up on a ton of housekeeping activities that we couldn’t get done the rest of the year. Eventually, we actually, planned these activities for our down month. All this to say, that this is another luxury of having money in the account. We didn’t panic, or should I say I didn’t panic anymore. We didn’t rush out and change our strategy or desperately take on any old piece of business just to generate some cash. And we didn’t lay off anyone. We just kept doing what we had always done. We maintained our discipline in targeting those clients we wanted to do business with and with full confidence that the business would return to normal. You can’t do that when your account is empty.

I do recognize, that having money tempts us to get little careless and spend it on “nice to have, versus need to have” items. But those temptations are easier and less stressful to deal with, than having no money.

Curly might be right, that as individuals we each must find our own “one thing” but when it comes to owning a business, there is only one thing, and that’s money!

You may also enjoy Pricing For Profit

Copyright © Greg Weatherdon 2018

Sign up above to receive email notification of the latest update to this blog.

Get More LIFE Out of Your Business

You shouldn’t be the hardest working person in your company.

Many small business owners find that even after the struggling start-up years, they’re working too many hours and still managing every aspect of their businesses.

Greg Weatherdon has been there, done that. As an entrepreneur, he learned not only how to get a business to the point of running smoothly, but also how to reduce the number of hours he worked, delegate more responsibility to his employees, and take longer vacations while his business chugged along like a well-oiled machine. And now he is providing the secret to success.

Do you suffer from any of the following?

1. Business ownership isn’t living up to the dream.
2. Endless workdays.
3. You can’t find good people.
4. Profits are less than expected.
5. You can never take a vacation.

You’re not alone. But there is a solution. As Greg demonstrates, with some time and effort, you really can Get More Life Out Of Your Business.