Have you ever found yourself emptying the trash at the end of the day? What about printing shipping labels, cleaning dishes, packing boxes, entering receipts or customer data, or loading trucks? (Or maybe all of these things?) And all this is on top of the work you do selling, responding to customers, completing that design, or hiring a new employee.
One of the things we really care about at EMyth is helping business owners Work On it, not just In it. By “it”, we mean the business. Most owners spend most of their time and energy In the business—involved in the day-to-day “doing it”—when the most powerful thing they can do as leaders is work On it—things like crafting a vision for the business, empowering their team, etc.
If you’re one of the many millions of fans of Michael Gerber’s The E-Myth Revisited, you know that there’s no message that’s had a more universal impact on business owners than work on it, not just in it. Over the last 30 years, since The E-Myth was first published in 1986, this phrase has become part of the business vernacular.
Have you ever stepped back from your business for a few hours to think about what you want this company to give you? Maybe it's the dream you started with, the one that gave you the momentum and courage to quit a job and venture out on your own. Maybe it's the time and support you want to dedicate to your family and community.
When you really break it down, a salesperson who has the highest lead to sales conversions is doing one thing better than everyone else: leading the sales conversation.
If you, in your sales role, or your salespeople are not leading the conversations you’re having with prospects, then the only other thing that can be happening is that the prospect is leading. There are only two options.
Before I dive into this final article on systems development, I want to thank those of you who have written to me during the course of this series. Your participation in this process has made writing this series so rewarding. In particular, I want to thank Bob C. who provided the inspiration I needed for this last piece.
Last week I covered how an operations manual can save your business (and your life), much like the operations manual on Apollo 13 saved Jim Lovell’s life. This week, I want to take you on a journey into systems strategy:
- Reality dictates you will be building systems while working in your existing business. We call this working in ‘Old Co’.
- Using the EMyth Seven Dynamics will allow you to prioritize which systems to work on and in what order, to get results.
- Creating a systems strategy helps you to prioritize working on your new business (what your business will look like in the future). We call this working on ‘New Co’.
During the last long-haul flight I was on, I re-watched ‘Apollo 13’ (the one with Tom Hanks as Jim Lovell). Perhaps not the best choice as I was hurtling through the sky at 500 mph in a tin-can myself, but there’s something to be said for the thrill. If you haven’t seen the film, it's based on real-life events and it’s gripping.
This week I want to share a business development concept that will help you turn your current frustrations into operational systems. It’s one small step for you and your team, but it will be one giant leap for your business.
There were some days as a business owner when I felt completely consumed by my business. The only thing I could count on was a frustrating lack of control as I raced around putting out fires. On days like that, I found myself wishing I was like the members of the Apollo program: the mad scientist, the iron-jawed leader, and the astronaut:
“By the end of the decade we will have put a man on the moon and safely returned him to Earth.” —President J.F. Kennedy, 1962
In my first article in this series on systems, I introduced you to the idea that as the owner and entrepreneur in your business, you are also the systems engineer. In this second article, I’m proposing that in solving frustrations with better designed system solutions, we often start in the wrong place.