How long have you been the only person working in your business? Even if you have a few other people working with you, if you’re the one doing all the heavy lifting, it may be time to re-evaluate a few things.
You can’t keep making things up as you go, changing to meet every new challenge, and adapting to every curveball if you want to have a successful business. If you’ve had a series of “make it work” moments in your business lately, it’s time to take a step back and fix that.
Get Clear on Your Role
If you’re looking to grow your business, then you need to think of yourself as the CEO, not a solopreneur, not the sole proprietor. You can’t keep handling everything by yourself, because you’ll be spending so much time working IN your business that you won’t have any time or energy left over to work ON your business.
First, identify all the tasks in your business that truly require the work and talent of a CEO: those are now your tasks; everything else can be given over to someone else. If you’ve already got contractors or employees working for you, talk to them about expanding their role in the company. If they aren’t the right folks for the job, or if you need more people to accomplish all of those tasks, it’s time to start the hiring process. Bring on as many new team members as you need to in order to give yourself the time to truly step into your role as the CEO of this company.
Get Clear on Your Vision
If your brain feels like a browser with too many tabs open, chances are you’re pursuing too many goals at once. Choose just ONE goal at a time, and put all your energy into achieving that goal. If you try to chase too many goals at once, you’ll never really get all the way to achieving any of them; narrowing your focus means that you’ll be able to accomplish a lot more in the long run.
If you feel like you don’t have the time or the headspace to sit down and get clear on your vision, go back and read that last section again, because that probably means you need to hire more help.
Communicate Your Vision
You have a team, and you have a vision: now it’s time to put those two things together. One quick caveat: everyone in your business doesn’t need to have a detailed knowledge of your entire vision. However, each person in your business probably does need to know specific parts of that vision. Start by distilling your mission and vision into one short statement, no more than a paragraph. Share that with everyone in the company, so that they can help you achieve that vision and represent it as they work in your company. Then, think about the people who might need even more information and what that would look like. Your accountant or CFO, for instance, needs more details on your financial goals. Your right-hand guy or gal probably needs a bigger or more detailed vision plan. Your social media person needs to understand how to paint the picture of your company online. Give each person the information they need, but don’t muddy the waters for them by giving them too much.
The last step in communicating your vision is just to make sure that everyone on your team knows specifically what their role is in helping you carry out your goals. What jobs do they need to do, what’s their area of expertise, what are their tasks, and when do they defer to someone else? Communicating these roles clearly will help your team run like a well-oiled machine.
Hold Everyone Accountable
If you have clearly communicated the roles and tasks for everyone in your company, the next step is to regularly check in on their progress. Schedule time for an annual review (or more frequent, if you think that would help) for every employee. Check in on their performance, give and receive feedback on how things are going for them, and set goals for the next year. As needed, during these reviews you may discover that it’s time to let someone go, or to hire some new people to help balance out the workload or take on new tasks.
Remember, as the CEO you’ve got to hold yourself even more accountable than everyone else. The buck stops with you, and that means you also need to check in with yourself. Evaluate your own performance, make sure you’re doing everything you need to be doing (and not avoiding the tasks you find uncomfortable or unpleasant), and drive the ship that is your business. If you don’t hold yourself accountable, you can’t expect your team to follow you.
If you feel like you could use some help in this process, I’d love for you to join the Operations Engine. It’s full of business owners who are working on transitioning to the role of CEO, and it includes guidance and help along the way from me and from the other members of the group. Growth can be challenging, but you don’t have to do it all by yourself: click here to schedule a call and learn more.
Your point of view caught my eye and was very interesting. Thanks. I have a question for you.