Monthly Archives: May 2016

Analysis, Anxiety, Action

Yacht“He seemed to understand my business, but…”

I was sitting with a CEO of a $4 million business several months ago. Call him Jay. Like many small business owners looking for continued growth, Jay was wrestling with a thorny decision. He had contracted with Kevin (not his real name), a marketing consultant, to develop a comprehensive marketing plan for the business. At the time of our discussion, Kevin had just presented a plan that consisted mainly of an analysis of the business’s current situation: markets served and unserved, competitive strengths and weaknesses, market position, and so forth. Jay found the data informative, but kept pushing Kevin for detailed recommendations – suggestions for reasonable sales growth goals and action steps both short- and long-term to achieve those goals. Kevin seemed to be dodging that question, instead hinting that Jay could contract with him on a retainer basis to guide the implementation of the plan over the upcoming months. Jay was wary.

This situation is not unusual. It’s not really a communication problem as much as a perception problem. Both Jay and Kevin are focused on “results”. However, Jay’s mindset is that of an entrepreneur; Kevin’s is that of an analyst. For Jay, achieving consistent growth is the result. For Kevin, defining the market and competitive situation is the result.

Stated simply, Jay wants to be reasonably confident that “If I do this, then I’ll achieve that.”

This difference in perspective is why consultants have such a challenge selling small-to-midsize businesses on their services. When they fail to secure a contract, they chalk it up to the assumption that the entrepreneur didn’t really have the money to spend anyway. But they are often mistaken, and they’re missing an opportunity to participate in this market.

In Jay’s most optimistic view, Kevin has opened the gate to the lock that can elevate his yacht to the next level. Now Jay wants Kevin in the boat, as his “marketing first mate”, for the next part of the journey.

A key to unlocking the door to a win-win consulting agreement is the willingness of the consultant to be paid on a sliding scale, proportional to the successful achievement of longer term goals.

Agree or disagree?

 

The Case of the Renegade Case

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I recently took a trip, several hikes, a brief leave of my senses and, finally, matters into my own hands. That’s a lot of “taking”, during which I learned a lesson about delegation. Lots of business leaders struggle with “the big D” and my sharing my personal experience might light a path or reduce some stress for you.

My wife (call her Karen, since that’s her real name) and I took several days to relax at a resort 130 miles from our home. The morning of our return trip, we packed the items we would be bringing home from the condo, hopped in the car, smiled at the blue sky, and had a series of really good conversations over the next two-and-a-half hours. Got home, unpacked, and then…are you familiar with that sudden realization that you’ve overlooked something really important? For my body, it manifests itself north of my neck. Kind of a numb feeling as my face flushes with reality setting in. Kind of warm too, but not in a good sense. I realized I had left my packed briefcase in the dining area on the floor next to the table and invisible from the front door.

I always travel with a briefcase. Always have. Can’t stand to be without useful files and magazines – not to mention my iPad – on any trip. Suffice it to say that this briefcase on this particular trip had not only interesting stuff inside, but also important and sensitive information…and did I mention my iPad?

Within minutes, I was on the phone, confirming that Housekeeping had recovered my briefcase. I quickly made up my mind to retrieve it the next day. Karen looked at me like I had just volunteered to cook dinner (i.e., in disbelief). Why would I travel 260 miles the next day, knowing I am still rebuilding my body from a back injury that can be exacerbated by sitting for long periods of time in the same position, only to personally pick up a briefcase that could easily be overnighted to me?

At first, I couldn’t explain (at least not clearly) why I had already decided to personally retrieve the briefcase. She ignored me, called the resort, talked with Guest Services, and got them to agree they could retrieve the case from Housekeeping and get somebody to take it to the Post Office. When Karen persuasively told me this, it made some sense. I really wanted some of the contents ASAP, and if the resort reacted quickly, I could have them in my possession within 24 hours. So I called Guest Services. Kelsey explained that she was trying to reach the lady who drives the van to pick up and deliver guests as well as the mail, and that she was hopeful that Cathy would return her call soon. This was about 3:30PM on a Friday and I was aware that most small town Post Offices did not stay open all night. Long story short, within 30 minutes I learned that the briefcase could be delivered to the Post Office the following morning and I was advised I could call the Post Office directly to discuss overnight delivery or other special handling for returning the runaway briefcase.

What had started to seem like a sensible approach less than an hour previously now gave way to my overwhelming feeling that I had to personally get this thing done.

Can you identify with that?

I have worked with several hundred small business owners over the past dozen years, and the tension between Control and Delegation is almost always a stress point. Very few find it easy to delegate important tasks, even though they are aware that a successful, growing enterprise requires lots of delegation.

What I realized in “the renegade briefcase” caper is that, whether it be a personal or a professional challenge, the decision to delegate rather than maintain personal control involves more than simple reason and trust. It also involves instinct…your gut. And, as any nutritionist worth her weight in tofu will tell you, your gut is very important. Going against your gut can cause extreme discomfort.

My instinct that Friday became overwhelming. The world would not end if I did not have that briefcase back in hand for three or four days. But it would have been VERY inconvenient, and my world would have been filled with stress until I got it back. I would be counting on at least three different people, more likely five or six, to get the communications straight and to protect the contents of that case.

This episode caused me to reflect on a number of discussions with CEOs regarding their resistance to delegate certain responsibilities that seemed to me at the time to be no-brainers. For example, I once had a client who ran a $50 million business who insisted on opening all the incoming mail, every day. I now have a better appreciation for his gut.

This story is not a plea for you to delegate less and work harder than ever to grow your business. Rather, it’s intended as a stress reduction aid. You don’t have to justify driving 130 miles one-way to your wife, to pick up your briefcase. You don’t have to justify opening all the mail every day to your business coach. If you gain significant peace of mind, in addition to the certainty that the job will be done in the best possible way, then it’s OK to maintain control and do it yourself. Heck, if you simply enjoy writing software code or installing systems or stocking shelves, allow yourself some time to do that fun work occasionally. It’s your business, and it’s not supposed to be 24/7 stress.

Once you pick your spots, once you select the task or tasks you will personally handle, allow any ancillary benefits to accrue to help justify your decision – and provide additional peace of mind. In my case, seeing an April sunrise in Central Oregon was a big plus, in addition to the fact that 90% of my drive time was either through piney forest or up and down high desert buttes. I’m not used to that type of scenery, and I hope I continue to hold it in awe.

If you are willing to share your own thoughts on Control versus Delegation, please do.