Regardless of whether you have two or twenty employees, leadership matters and for what it’s worth, there are few natural born leaders. That’s why leadership skills need to be learned and relearned all the time.

So here’s a question I bet most entrepreneurs don’t ever consider. Do you lead from the front or the back? Some entrepreneurs know instinctively when to lead from the front or to lead from the back. Others though need to consciously work at trying to balance between the two. But sadly too many haven’t got a clue and nor do they care.

To say that leadership is a large and fragmented topic, would be an understatement. A recent search of Google on the word “Leadership” returned an astronomical 4.7 billion results. That’s “B” as in billions. Therefore it’s safe to assume that there is lots of interest in the topic.

To be sure that with this many results there is bound be a fair amount of repetitiveness in the advice given. Fortunately, there are always those tried and true nuggets of wisdom that have stood the test of time.

One of those truths is that good leaders tend to be good leaders regardless of the environment. Having said that, one of the biggest challenge facing leaders today is that they may have to up their empathy quotient. This is so that they can accommodate the current crop of employees, as many appear to need more hand holding than previous generations.

Although every situation is different, the good leaders know when to assert themselves and take charge or when to back off and let someone else lead.

They’re confident enough to know they don’t always have to be out front. By relinquishing control, they give their staff the opportunity to grow their leadership skills.

Ultimately, the more you lead from the back, the more freedom you’ll have, allowing you to tackle more strategic issues, or to simply cut back on your workload.

The trick is to know when to take charge and when to let others do so. Finding the right balance is tough and should always be determined by the situation.

So how often do you lead from the front? Unless you have a very green team, it’s a lot less often than you think.
There are a number of situations that require you, the owner, to step up and lead the charge. These tend to fall into two buckets, crisis or opportunity.

A crisis can best be defined as a showstopper. It’s any situation that can negatively affect the company’s reputation or performance and has a high degree of urgency.

Many times in crisis situations you don’t have the luxury of sitting back and letting things unfold in a natural way. It often requires immediacy of action.

This is where experience and knowledge comes into play, whereby the leader can react far more quickly to the situation.

Opportunities on the other hand may require someone to lead from the front for political or strategic reasons.

Here are some situations that may require you to be out in front and leading the charge:

1. 1. Having a large client threaten to stop dealing with you after all attempts by your team have failed, would rank high.

1. 1. Needing to defend the actions of your team with a client would be another situation. Many times the “customer isn’t always right!”

1. 1. A massive competitive threat that comes out of nowhere might also qualify.

1. 1. A product or service failure. You need to own it!

1. 1. Depending on your industry, you may need to lead the charge on launching a new product. This gives you the chance to get direct feedback, good or bad directly from your customers. Equally as important, it can show your customers and team that it is important.

1. 1. Setting the vision or direction of the company requires you to lead from front. It’s not something you can delegate. Your actions speaks louder than words.

1. 1. Matching is another situation where it’s important to be visible. Matching means exactly that. It’s where you match client title with your own.

For example, a new clients wants a presentation on your services. In attendance from their side will be mid-level person along with their company president or vice-president. In those case you should be visible and lead the conversation. It also shows the client that they are important.

Regardless of whether it’s a crises or an opportunity, the goal here is to ultimately relinquish the relationship to a team member.

This is done by stating something to the effect “Going forward Mary will be your key contact”, or “John will follow up with next week to discuss next steps”. By making that statement, you go from leading from the front to leading from the back.

Additionally, whether you lead from the front or the back, these situations must be used as teaching moments.

These teaching moments include taking the time to explain to your team the rationale for the given course of action and will be open to input.

However, being open to input doesn’t mean that you are obliged to act on it. So to counter this, you must take the time to explain why it will or why it won’t be incorporated it into the plan.

Equally important is that, when leading from the back you must let the individual know that you have their back and are available for consultation if needed.

In conjunction with this support, your job is to run interference for their team. In other words, you need to make sure they don’t get distracted with other people’s priorities.

The hardest part for any leader when taking a back seat is to avoid jumping in and rescue an individual when it’s clear that their chosen course of action will not achieve the desired outcome.

This was a lesson I learned many years ago as a newly minted district manager at a major consumer goods company. A big part of my job was to monitor, motivate and train a dozen or so sales reps.

Fortunately or unfortunately, very little of this could be done remotely. For the most part this was a feet on the ground undertaking, riding shotgun for hours or days as we visited dozens of accounts.

One of the golden rules when leading from the back, was never to interrupt or critique the individual, while they were presenting to a buyer. Sometimes this was painful, when it was clear that things were going off the rails or there was a missed upsell opportunity.

Had I jumped in to save the day on any of these calls, we would have surely walked out with a bigger order, but at what cost?

Taking control in those moments risked destroying the individual’s self-confidence and undermine their authority with that buyer. Not a fair trade to my way of thinking.

Instead, the right approach was to wait until the call was completed and undertake a post-mortem. Unless the individual was brand new, these after call reviews only took a few minutes and happened in the car on the way to the next call. Simple teaching moments that paid immediate dividends throughout the rest of the day.

In hindsight, working this closely and exclusively with any team member for a day or two pays huge dividends. Unfortunately, that’s a rarity today and that’s a shame.

Fortunately though, time spent working with your team to show them how to be more effective is always a good investment. It gives you a chance to share your knowledge and experience, usually in real life situations instead of in hypotheticals.

Developing your team’s leadership capabilities by knowing when to lead from the front or the back is critical if you want to grow your company.

By developing a more capable workforce, it frees you up to spend more time on strategic initiatives, such as goal setting or keeping the organization on point vis-à-vis your vision. And let’s not forget the freedom to seek out new opportunities.

Understanding that if employees are enjoying their work and feel appreciated, they’ll perform at a higher level. There’s nothing new or complicated in that statement, but it’s surprising how misunderstood this simple concept is.

As with any delegation initiatives, the goal here is to free up your time and increase employee’s satisfaction. Always keep in mind that people go to work to be successful. Being bored with their work is a sure fire way to increase turnover.

There’s a time and a place to be that hard charging entrepreneur and there’s a time to step back. Knowing the difference can really help you and your company grow.

You may also enjoy SBM #33 Responsibility and authority

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.

ORDER HERE

Unfortunately, not all entrepreneurs have the same motivations. There are those that really care about what they do and how they do it – the good, and there are those that just want your money – the bad. Fortunately, there are more of the former than the latter.

We often hear complaints on how consumers have been taken advantage of by a less than professional business, but these issue are equally as prevalent in the B to B environments.

Let’s look at both and hopefully provide some clues to who you are dealing with.

The bad entrepreneurs are the ones who are only in it for their own gain. They don’t care about the customer. They just want to make a quick buck and move on. These types of entrepreneurs have no regard for quality or customer service. They may be selling products that aren’t up to standard, or services that don’t deliver what was promised.

They may also be trying to take advantage of customers by charging too much – often relying on business owners lack of knowledge of the market rates for these services.

These types of entrepreneurs will often be quick to promise results, but slow to deliver them. They may also try to push you into a deal before you have had time to think it through properly by pressuring you into signing contracts that are not in your best interest.

On the other hand, there are good entrepreneurs who genuinely care about their customers and what they do. These are the people who take pride in their work and strive to deliver the best quality they can produce.

Often, they’ll walk away from a sale when they know they can’t deliver on the customers expectations. Let’s be honest, that one of the hardest things to do, but more often than not it is the best decision for both parties.

The good entrepreneurs also understand the importance of customer service. They will go out of their way to ensure that customers are satisfied with their product or service, and they’ll be willing to put in extra effort if something isn’t quite right.

These types of entrepreneurs will also be more transparent about pricing and when questioned, willingly explain their costs. They may or may not negotiate, but you’ll know why. Their goal is not just to make money but rather build long-term relationships with their customers, which usually begins with trust. If earned this trust will result in repeat business and repeat business is far more profitable, than one off sales.

It’s not always easy to tell the difference between good and bad entrepreneurs, especially when you’re dealing with someone for the first time. Here are a few tips that can help:

Ask around in your network if they have any experience of working with them. This will give you an indication of how reliable they are and what kind of service you can expect from them. But be careful where you source referrals.

Too often entrepreneurs take the lazy way out and post on social media that they are looking a referrals for a specific supplier such as a graphic designer or and accountant. Rarely does this solve their problem as they end up getting dozens upon dozens of referrals from their connections all stating that theirs is the best, without any context. This does nothing to solve the issue and is not much better than a Google search.

Instead, contact a few key trusted associates and ask them if they can provide a referral to the service you’re looking for. That way you can have a more in-depth conversation about why they recommend them.

Carefully read them. A telling sign of an entrepreneur’s commitment to customer service is how or if they respond to reviews, but especially negative ones. An entrepreneur that ignores any review they get should be suspect.

Let’s not forget that there are always two sides to an issue and that the customer is not always right. If a negative review is responded to by an entrepreneur in a professional matter that clearly lays out their side of the issue, they are probably worth a considering. Ensure you check for tone and sincerity of their response. Righteous indignation might be a indicator that they are difficult to work with.

However, a high percentage of negative reviews without a response from the owner, should get a pass. Likewise, nothing but 5 star reviews should also be looked at with a jaundiced eye. Lack of performance details or specifics might be a sign there could be a disproportionate number of fake or paid reviews.

Once you’ve identified potential candidates, ask a lot of questions. The best suppliers tend to answer most questions before they are even asked and not just the positive attributes, but also the negative ones.

This type of honesty is the exception yet should be the norm. However, it can serve as a good indicator of the depth of their experience. Because of this experience, they know what concerns their clients have and go out of their way to allay those issues with specific examples.

Listen to what they say about their industry. Their discussion should include letting you know about the trends within their industry and whether they are in tune. Whether they agree or disagree with the changes is secondary to the fact that they are aware of what’s going on. But they should explain their position.

This applies to both parties. Understanding what both parties expect will avoid future problems. Most of the time this revolves around timelines for deliverables and the the potential consequences of missing these dates. This will give you a better understanding of what they can offer and how they work.

Ask for an estimate or quote on the service or product you are interested in. A good provider should be able to provide this quickly. If not, then it might be a sign that they’re not as professional as they claim to be. This may also indicate that they have limited experience with the type of work you are requesting and are unsure of how to price the service.

This sounds like a no brainer, but make sure you read all the small print before you sign any contracts or agreements. Question anything you don’t understand and ensure you get a straight answer. This will help to ensure that you are getting the best deal possible and that there are no hidden fees or costs.

Don’t rush into a decision. Take your time to consider all of the options before making a final choice.

In conclusion, it’s important to do some research before committing to working with an entrepreneur as not all entrepreneurs have the same motivations and goals in mind when working with customers. The good entrepreneurs care about their customers and strive to provide the best quality service or product they can, whilst the bad entrepreneurs are only in it for themselves.

By taking your time to research potential candidates, ask questions and read all of the small print before signing any contracts, you should be able to find a good entrepreneur who will meet your needs.

You may also enjoy reading 4 Ways to Deal With Difficult Clients

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.

ORDER HERE

I actually starting this piece 3 or 4 years ago, pre-Covid days. And as often happens when trying to be creative, you can be hit with a case of writer’s block that can leave any number of incomplete topics to collect dust. In my case, I can have upwards of a dozen or so pieces just sitting on the sidelines at any point in time. So was the case with this piece.

The reason I mention pre-Covid days is because many businesses are still facing challenges as they recover, however my original observation about customer experience were prior to Covid and yet still exist today.

The phrase to put “lipstick on a pig” means making superficial or cosmetic changes to a product in a futile effort to disguise its fundamental failings. {Wikipedia} Many businesses, both small and large, condone this kind of behaviour.

On a recent road trip south, we stayed in a number of hotels. Like many, when heading to a specific destination we tend to stay in mid range establishments that we book at some point during our day. Booking any farther ahead is pointless as we never know how far we’ll drive on any given day because of weather or traffic.

These establishment are well known chains, from Holiday Inn Express to Hampton Inns, to name a few. Fancy, no! But usually more than satisfactory for a quick overnight stop and they’re usually situated right near major highway exits. So easy off, easy on. In most cases they’re reasonably priced and provide a free breakfast. All in all, a good value proposition. Most of the time.

The following are just a few of the observations I made during our stays at various establishments.

• Poorly trained and uncaring staff
• Burnt out light bulbs in room.
• Inoperative power ports or outlets in room.
• Significant marks on wall and ceiling in room.
• Peeling wallpaper in hallways.
• Worn and scratched stain on bathroom door.
• Poorly applied caulking around tub.

Individually, none of these shortcomings are a deal breaker and can be easily overlooked when just staying one night. As I like to say, “I ain’t buying the place” and for the most part the rooms and establishment were clean. But they tarnish the customer experience. 

The point I’m trying to make with these observations is, when something such as a hotel room is serviced every single day, how do any of these items get overlooked? In one hotel we stayed in they were in the process of completely renovating the front lobby and the breakfast area. Yet, this is the same place where the wallpaper in the hallways was pealing and light bulbs in the room were burnt out. To my way of thinking they kind of got this back asswards.

I always wonder whose decision it is to invest tens of thousands of dollars in refurbishing the lobby when the rest of the establishment is in dire need of some loving. Especially when these items can be rectified at little or no cost. It’s akin to putting lipstick on a pig and again does little to improve the customer experience. Considering that these places are designed for travellers who typically spend more time in their rooms than in the lobby as they rest up for their next driving day. 

When you think about it, once checked in, most guests spend their time in the room as they rest up for the next day of driving. So, wouldn’t think room maintenance would be a priority? Just saying!

To be sure 1st impressions are important and major renovations are part of the hospitality industry. As franchisees, they have requirements to update their facilities to new standards set out by the franchisor.

But many small businesses operate the same way. They are more concerned about their outward appearance, which I maintain is an absolute must, but useless if the behind the scenes operations are totally out of sync with that image.

Too often I see small business owners spend time, effort and resources on producing a great website and social media posts but only deliver mediocre products, services, or results for their customers. If they only spent a part of that effort on delivering great service to their customers, their profitability would soar. Unfortunately, that kind of effort doesn’t get them the likes or shares that they so desperately seem to need.

What many forget is that likes or shares rarely put money in the bank. Let me ask you how many times have you purchased a product or service only because of their social media activity? If you’re like most, not very often, if ever.

The sad part is that the return on investment on social media is, for the most part never measured. Mostly because most small businesses don’t have the knowledge or resources to track results. The assumption is that they’re successfully executing their strategy, because views or likes keep growing. 

Focusing on the wrong things, rarely pays any dividends. The true metrics that they should be measuring are those that are focused on the customer experience. average order size, repeat sales and on time delivery. This is what successful entrepreneurs do. They focus on getting better.

So in order to determine if you are focused on the right things, the first question to ask yourself is “Do you care?”

Are you actively working on becoming more efficient? Are you paying attention to the little things that would make it easier for your clients to deal with you? Are you actively seeking input from your customers on what’s working and what isn’t? 

What are their pain points in dealing with you? These are all legitimate questions and more often there are a myriad of little things that you and your team can do to improve your deliverables. But first, you must care. You must care enough to dig deep to identify your company’s shortcomings. It’s never easy to self-criticize but is necessary if you’re going to improve the customer experience.

One of the best way to start the process is to ask yourself, if you were your customer, would you be willing to accept your service levels? To help with the process, the following is a list of questions to help you get started on the journey of discovery that cost little or nothing but will help with your customer experience.

1. When was the last time you looked at your website? Is the information relevant and current? Is it mobile friendly? Do a quick search on “outdated websites” and you’ll discover what turns off your customers when they visit an outdated website. It might be costing more than you think. Consider that over 70% of customers visit a website before visiting the business.

2. When was the last time you checked both the company voicemail and that of your employees? Does it still have your “out-of-office” notice from last years summer vacation? Does the message drone on forever with information, instead of directing them to your website. Do you use it for quick promotional messages?

3. What’s your response time to voicemails or emails? Many voicemail messages state that they’ll get back to you within 24-48hrs. Seriously, customer calls should be returned immediately, if not, then the same day at least. Get too many calls that you can’t return them the same day? Then hire more people or put the most commonly asked questions on your website to reduce the volume of calls that only require information. See point #1

4. Do you deliver on time? Are you constantly missing deadlines and having to make excuses? Maybe you’re taking on too much work and agreeing to timelines that you know will be impossible to meet. To correct this, you might need to be honest with the customer from the start and set realistic completion dates. Yes, you might lose some business, but it’s better than failing to deliver and damaging your reputation. It’s about managing workflow.

5. Is your staff working efficiently? That doesn’t mean they need to work harder. No, it means you need to make sure that they are properly trained and that you identify and remove roadblocks that inhibit their abilities. Do they need your approval on everything? Train them, then delegate the responsibility and authority to make decisions. (See SBM #33 Responsibility & Authority) Creating templates and processes can reduce the time and effort needed deliver the final report or product. 

6. Are you trying to provide too much to your customers under the “value added” premise when nobody cares? Working under the pretense of “more is better” when in fact “less is more” might be the better approach.

7. Do you update your clients with regular status reports, or do you leave your customers in the dark? Having a customer constantly looking for an update is wrong. A quick phone call, text message or email to update them on the status of a backorder or delay can diffuse a lot of problems.

Rest assured that any time spent on providing exceptional customer experience quickly translates into reduced customer churn, increased repeat orders and of course, improved financials.

Another way to improve customer experience is to consider what’s stressing you out? It’s usually a good indicator of what needs fixing. Specifically, where do you think you can provide a better customer experience? What are your pain points? These are the things that keep you awake at night. What are you doing about them? Be honest with yourself, because we can all do better. Let’s face it, there’s no point attracting new customers only to lose them because you fail to deliver.

So what’s your peeling wallpaper or burnt out lightbulbs? In many cases it’s not the things we hear about that need to be fixed. It’s the ones we don’t hear about that’s troubling. This is where the silent majority just walk away, never to be seen again. 

Sometimes good enough, isn’t!

You may also enjoy reading SBM #74 Average or Great

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.

ORDER HERE

Too often innovation gets confused with invention, when in fact they are not the same. Unfortunately, we are bombarded with articles and warnings that in order to survive as entrepreneurs we must innovate or be left behind. Ok, I’m not sure that we would be left behind, but innovating or improving how we do things, is never a bad idea.

The goal for any innovation should not be for the sake of innovation alone but should either enhance the customer experience or increase our efficiency. If you can do both that’s even better.

A simple example where, in my opinion, neither of these goals are achieved is Microsoft Office. Over the past few years, I have watched as this software grouping has morphed into a bloated feature laden product.. What was once a simple dropdown menu style that allowed access to the most commonly used functions have disappeared under renamed menus loaded with icons that would have an archeologist scratching their head trying to decipher these hieroglyphics.

I would hazard a guess that the vast majority of the Office 365 install base are not power users, therefore these improvements or product evolutions, fail my innovation test. It neither improves the user experience nor increases efficiency for most of us as we waste so much time looking for a simple formatting function.

I’m sure that some power users need these enhancements that the product engineers dream up but for most of us it’s overkill.

A recent experience with an Excel spreadsheet or is it now called a workbook or a worksheet? Regardless of what it’s now called, I needed to unlock a protected spreadsheet. Because I don’t use Excel everyday, I needed to hunt down that function. Once upon a time, you could simply click on one of the dropdown menus and click on that function. Well no more.

After I don’t know how long of hunting and pecking through the drop menus and trying to decipher the various icons, I typed “unprotect” in the Excel search bar to no avail. Finally, I turned to Google for help and finally found the answer. Seriously, nothing should be that hard.

A simple solution might be to just offer the everyday user an option for a “Classic” menu that would offer the user the most commonly used functions within the complete Office 365 lineup. Now that would be an innovation!

Alternatives such as Open Office, Libre Office and Google’s Workspace offer a simpler user interface. Aside from being free, their popularity might be driven partly by their ease of use.

Innovation for most small businesses does not have to be earth shattering. In SBM #36 Innovation, I mention that what we need to understand is that most successful innovation comes from either borrowing ideas from other industries or reconfiguring your existing products or services to tackle new markets or customers. Put this way, innovation becomes less daunting and can be implemented  incrementally over time and does not require wholesale retraining of your staff and customers. Therefore, they are considered natural or logical enhancements.

Merriam Webster provides the following definitions which may serve to clarify the difference between innovation and invention:

“a device, contrivance, or process originated after study and experiment,” usually something which has not previously been in existence.

for its part, can refer to something new or to a change made to an existing product, idea, or field.                                                                                   

They go on to provide the following example:
One might say that the first telephone was an invention, the first cellular telephone either an invention or an innovation, and the first smartphone an innovation.

Another simple and great innovation is the wristwatch. Prior to the 20th century, wristwatches were only worn by wealthier women as a fashion accessory, whereas men had pocket watches. It took a World War for the wristwatch to become a mainstay accessory for men.

As the story goes, coordinating troop movements, bombardments and attacks required officers and soldiers to be always aware of the time. The process of fumbling for a pocket watch proved cumbersome due to the necessity of having to always check. That frustration was compounded during the winter months when wearing gloves.

Someone gave this some thought. They simply stole or should I say borrowed the wristwatch idea and adopted it for men. That way soldiers wouldn’t have to reach for their watch at all, as they were wearing it. A simple twist of their arm and they could see the time.

When I founded the Marketing Resource Group or MRG, I brought this essence of innovation to the consumer packaged goods and healthcare industries. Prior to MRG, I owned The Sales Support Company which was a contract retail merchandising company. In other words an outsourced sales force. I had 150 people working coast-coast performing various sales functions in our client’s smaller retail customers.

Because our merchandisers needed to travel from store to store to perform their duties, wages and travel costs represented a significant portion of our costs. Raising prices was difficult as it would dilute the cost/benefit argument we had put forth. So, after eight years sustainable profits were elusive, so I sold the company.

One of the reasons that made my decision to sell The Sales Support Company easy, was that I knew the industry still needed to service these accounts but needed cost efficient solution, which I had been quietly testing for over a year.

Once clear of my obligations with my previous company, I launched MRG to provide our clients with an alternative solution to service these accounts.

So instead of having an individual physically visit a store, we began telemarketing these accounts as a means to communicate and solicit orders. As an aside, we provided other services that previously required a sales representative to perform, but now were done remotely.

I knew of only one company that was doing anything remotely similar and that was Kimberley-Clark, the makers of brands like Huggies and Kleenex.

The big difference was that they were selling their own products, whereas we would be a sales as a service model, representing any number of companies and brands, albeit never at the same time.

Aside from Kimberley-Clark this hadn’t been attempted before and therefore it took a bit of effort to get buy-in from our clients.

Eventually, we convinced enough clients of the merits and gained the necessary momentum to make it a viable business that I owned for 17 years until I sold it.

This innovation had numerous benefits and few downsides for our customers. Considering that we handled what I referred to as their orphaned accounts, those retail establishment that due to annual purchases or geographic location, received no sales coverage from their existing salesforces.

Foremost, our reach was unlimited. If they had a phone, we could contact them, regardless of where they were located, even in the Artic.

So let’s be honest. I didn’t invent anything here. I simply took an existing service, telemarketing, and applied it to an industry that wasn’t using it. There is a saying “good artist borrow ideas great artist steal ideas.

Is that not the purpose of innovation? How many so called innovations, add no value to the end user and only add confusion.

First and foremost, innovation needs to improve the experience. But change for the sake of change is rarely a good idea. The best way to determine the value of your innovation is to ask your customers and not just your power users.

Also consider that instead of more features, maybe consider fewer and see if that improves the user experience.

You may also enjoy SBM #107 Beware of the whale

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.

ORDER HERE

The world economies are in a mess and heading for a recession. But this shouldn’t be much of a surprise if you’ve been paying any attention to the news over the past year.

The war in Ukraine, inflation, ongoing supply chain disruptions, interest rate increases, energy supplies and pricing are making it tough for consumers and small businesses alike.

So what is a small business owner to do? Well, you have two choices, play defense, and batten down the hatches or go on the offense and grab market share. So let’s explore both options.

The most natural thing to do in recessionary times is to get ready to ride out the storm. In episode #55 of the Small Business Minute titled Are you Ready? I review some things you can do to ready yourself for an economic downturn.

But when a recession does hit, playing defense means making draconian cuts in expenses because there’s a good chance your revenues will take a hit.

It means being ruthless. You need to adopt the attitude that nothing is sacred, and everything is on the block. But being internal optimists, that’s not easy for a lot of entrepreneurs. Always remember the goal during recessionary times is to survive and live to fight another day.

One big problem with any pending economic retraction is knowing how bad things may get. There have been many contractions that weren’t anywhere near the predictions and ended up being nothing more than speeds bumps.

However, there have also been many times that the reality was far worse than the forecasts. In addition, some industries were more impacted than others. The point is no one knows with any certainty which way the winds are going to blow. So, it’s better to prepare for the worst and hope for the best.

Unfortunately, there is one major problem facing business owners this time around – Covid! Let’s be honest, from a business owners’ perspective, Covid was not just a health issue, it was business destroyer. Its impact was far worse than any recession.

Small businesses faced unprecedented disruption, through forced shutdowns, and health and safety protocols that were extensive and expensive. This left small businesses uncertain of their future.

Because of this, entrepreneurs were forced to make decisions to cut staff and expenses in order to survive. Any owner that had a financial cushion saw most of that safety net disappear.

So, once the economies of the world started to open up, entrepreneurs have been struggling to return to profitability and normalcy. Unfortunately, because of Covid, most small businesses have nothing left to cut.

Sadly, if a recession is in the cards, thousands of small businesses will disappear as they are tapped out. One thing that you can count on is that there won`t be a government bailout.

But there is an alternative.

If you take a pause and step back for a moment, you’ll might realize that there is another approach to consider, and that is to go on the offense.

When you consider that when most small business owners hear the word recession, their knee jerk reaction is pull back on everything. As I mentioned early, it’s a legitimate strategy. Batten down the hatches and survive.

However, instead of a wholesale slash and burn across all areas of their company, taking a surgical approach might prove to be the way forward.

First off, making cuts is prudent. But instead of sweeping cuts, why not look at all non-profitable areas of your company. Got dead inventory that you’ve been hanging onto, dump it and free up your cash. Even at $.25 on the dollar, it’s better than staring at it and it puts some cash in the bank.

Next, focus only on those products and services that are profitable, period! This is not the time to launch any new initiatives. They usually require some form of investment, whether that’s human or financial to support it until such time they contribute in a meaningful way to the bottom line.

By focusing on those products or services that are already profitable frees up financial and human resources to go on the offense and start grabbing market share.

When you consider that just about everyone of your competitors will be cutting their marketing spend, this will create a vacuum in the marketplace. With them cutting back on their promotional campaigns, this forces the advertising industry to offer discounts or bonuses to make up for their shortfalls. So, this is the time to take advantage of the situation and amp up your awareness.

By increasing your marketing and sales initiatives during this period, it can drive awareness of your products and services within your target market. The key here is “your target market”.

“Going on the offense in a recession,

is like driving down a two lane highway

and getting the chance to pass

10 slower cars in one shot.”

It’s absolutely necessary to have laser like focus on your target because you’ll need to be shrewd on how you spend your money. Because your profitability will probably take hit during a recession, this may not be the best time to open new markets, but every case is different and need to be measured on its own merits. However, going deeper into those channels that you already know and understand is the smart play.

It’s also important to be aware that recessions aren’t biased. They impact most industries the same. So, you’ll need to be prepared to sharpen your pencil as you hunt for new customers, because everyone will be looking for value.

Once the economy recovers, you should be able to recover most of the margin you gave up, because you’ll have fewer competitors.

Going on the offense in a recession, is like driving down a two lane highway and getting the chance to pass 10 slower cars in one shot.

Bear in mind, this strategy take guts, but as the saying goes “To the brave goes the spoils!” But when you think about it, how risky is it? It might be less than you think. When you consider your that many of your competitors will be sitting in a corner sucking their thumbs hoping that things get better.

Fortunately, recessions don’t come around that often but when they do, you must react decisively regardless of whether you choose to play offense or defense.

A word of caution if you’re planning to play defense, be ready to protect current customers or market share. Chances are one of your competitor may be playing offense and you are on their hit list.

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.

ORDER HERE

The following is an edited transcript

{Greg}
Today I would like to welcome back Dennis Geelen the author of the Zero In Formula. Dennis was a previous guest on SBM #92 titled – The 2 Biggest Mistakes. If you haven’t listened to it, I encourage you to check it out.

The reason for having Dennis join us today, is that he’s launching his new book – The Accidental Solopreneur.
So, welcome back to the Small Business Minute.

{Dennis}
Hey, Greg. Thanks so much for having me back on the podcast. So happy to be here.

{Greg}
So, I thought a good place to is by getting Dennis to share his background as we really didn’t touch on any this the last time he was on.

So my first question is, what prompted you to leave the corporate world and start your journey as a solopreneur consultant?

{Dennis}
So, your question, what prompted me to leave the corporate world and start my journey as a solopreneur consultant?

Well, short answer is I was laid off, at the age of 43, for the first time ever. I was laid off from a corporate job and I decided, hey, why not bet on myself and start my own solopreneur practice?

The longer answer would be I had great encouragement and support from my wife. I had a nice severance package, so I knew that I could give it some time.

I decided to give it a full year. Really try and give it my all and start my own consulting business. And at the end of the year, if things were working great, awesome, I would have no regrets. I would have learned, and I’d be on to something. Just the feeling of betting on myself and making it, would be awesome.

If it didn’t work again, no regrets. I would know that I tried, gave it my all and I would never have that – “What if?” feeling. And I would still be young enough to jump back into the corporate world and probably be a better person because of it.

So that’s really what prompted me. If I hadn’t had been laid off, I never probably would have taken the step. So, I guess it was a blessing in disguise.

{Greg}
We all know there are many ways to become an entrepreneur and to co-opt some words from Shakespeare- “Some are born entrepreneurs, some become entrepreneurs, and some have entrepreneurship thrust upon them”

Being laid-off has always been a common theme for people transitioning to entrepreneurship. This is especially true if one has a decent severance package. As I like to say, it let’s you take your idea for test ride, and judging by the success your enjoying, it certainly seems to have paid off for you.

So, can you share what were some of the biggest mistakes you made early in your journey?

{Dennis}
Yeah, lots, lots of mistakes made early on. Where do I start?
So, when I first started zero in my consulting business, I was very naive.

I just thought, hey, I’ve got 20 plus years of corporate experience. I’ll just announce to the world that I’m a business consultant and I’ll give myself a catchy name, Zero IN.
I’ll create a logo, I’ll create a website, and then I’ll just sit back and watch the clients roll in. Of course, that’s not what happened at all.

I did those things, but the clients didn’t roll in. What I found was I really had to niche down. I really had to be the expert at something. Just calling myself a business consultant really didn’t appeal to anybody. That’s a generalist.

I had to get really specific. What specific business challenges am I helping you solve and for who?
What business is in what industry. So, I really had to go through the process of learning how to be the expert and then building credibility as a consultant.

In in my corporate life people didn’t know me as a consultant. They knew me as a director of professional services or a director of Project Management.

You know, I was not a consultant, so I had to brand myself. I had to build credibility and I had to become the expert. Then I had to learn how to package my services, and sell my services. So, all kinds of mistakes in the beginning. Just assuming that announcing to the world you are a consultant, and you know people will be lining up at your door. I had a lot to learn and luckily had enough runway to be able to make those mistakes and learn from those mistakes.

 “who makes more money the heart surgeon or the family physician?”

{Greg}
Focusing (SBM #53) or becoming expert in a given area is one of the hardest lessons for entrepreneurs to learn. That applies equally to companies and not just consultants. It’s a lesson I learned many years ago and it paid off handsomely.

When I sit with struggling entrepreneurs, most can’t identify their target market or ideal customer. That’s because they’ve never really looked at what they do differently or can do better than anyone else.

To drive home the point on focusing, I usually ask the question “who makes more money the heart surgeon or the family physician?” I think we all know the answer.

But to become the expert, it requires discipline and commitment. Discipline, as you point out in the Accidental Solopreneur, to know when to say no to an opportunity if it doesn’t fit. And commitment, to learn everything there is on the subject matter. It’s tough to do, but so worth it!

So let me ask, were you impacted by the pandemic, and if so, how did you pivot? 

 “I helped companies solve indifference.”

{Dennis}
Yeah, the pandemic. Boy, that really messed up a lot of businesses. So, for me, I was finally rolling, I had figured out my niche.

I helped medium sized businesses with their customer experience and creating a culture of innovation. Or as I like to say it, I helped companies solve indifference. Indifferent customers or indifferent employees. And here’s how you do it.

I had got my package down, my services down. I was doing all kinds of engagements. I was doing all kinds of speaking.
I was doing all kinds of workshops and then boom, the pandemic hits.

So, what I did was OK, now I had runway again. I had just made a bunch of money in the early part of 2020, in late 2019, from having figured things, so I had some time
I was given by the pandemic.

I had some money that I was given by my success. I decided to sit down and write the book the Zero in formula. It’s where I took everything that I was doing with my clients. I put it into a book released in September of 2020, and that’s right when things were starting to open back up again.

And boom, that got me all kinds of exposure and more, you know, companies understanding what I do and who I do it for and how I do it. And because I was on so many podcasts and, you know, there was articles about the book and the book hit bestseller. That really was a blessing in disguise. For me, the pandemic is what allowed me to do that.

{Greg}
So many business owners felt the wrath of Covid. They just weren’t prepared. As much as Covid was a health issue, it was also an economic one as the lockdowns came into play.

Long before Covid, I had always told my clients that you need to have a rainy day fund to survive any form of business slow down or interruption. I was usually thinking along the lines of short term illness or a fire, etc.

Like most people, I never in my wildest dreams would have contemplated a pandemic. However, those that heeded my advice, made it through. It wasn’t pleasant, but they made it.

By having cash reserved, it allows you to continue doing the things that need to be done or as in your case, gave you the opportunity to write Zero In.

I noticed that you now also help other solopreneurs start their own practice, what prompted that new initiative for you?

{Dennis}
Yeah, so a funny thing happened. After a few years in at zero in, things were rolling. I now have a book. I now had online courses.

I was doing all kinds of workshops and consulting engagements and I was just starting to write another business book. I thought, ok, I should have a follow up to the zero in formula. Similar niche, similar type of stuff I’m talking about, but a different spin on things just to keep things fresh.

What I noticed was a lot of people were reaching out to me at this point now saying, hey, I want to do what you did.
Hey, can I pick your brain for a little bit? Hey, I’m starting my own consulting practice. Can you give me a few pointers? Can you give me a few tips?

This was happening through e-mail, through DM’s, the zoom calls, people were wanting to spend time with me and pick my brain. I thought maybe there’s another niche here for me as well while I’ve got zero in going and I can help these medium sized businesses.

I could also start working with other solopreneurs to help them get started, so I pivoted and wrote a very different book.

Instead of the business book I was planning to write, I decided to write a book for solopreneurs and this one, The Accidental Solopreneur, which it ended up being called, is told in a fictional parable format.

I always love those types of books where it’s told in the form of a story with interesting characters. But tips and strategies come out through the book, so that’s what I did there. I started up a whole other side business as well, where now I’m also coaching solopreneurs where they can book calls with me.

I’ve created an online course called the Solopreneur Playbook where I take people through the six steps that I went through, to eventually build a successful solopreneur consulting business.

That’s really been a great new initiative for me, and it was really just prompted by all those people reaching out to ask and I thought there’s a market there. I’ve got expertise, I can help these people.

{Greg}
That certainly sounds like an interesting opportunity. Going into business is never an easy decision and most underestimate what is required.

By the time they do realize that they’re unprepared, they’ve used up their whole runway and have to throw in the towel. Fortunately, for those that get a reality check early in the process, they’ll now have a new resource available in The Accidental Solopreneur and the accompanying playbook.

So that a great segue to my final question. The Solopreneur Playbook that you have developed is based on your new book The Accidental Solopreneur. Can you give a high level overview of the playbook?

{Dennis}
So, like I said, the book came out of that and an online course as well. Really what I show in the book and in the course itself is a 6 step playbook. I call it the Solopreneur Playbook and it’s basically this.

Step 1 Be the expert. Like I said off the top, that was the first mistake I made, I didn’t niche down enough, but it’s easy to say that. How do you do that? What does that look like? So, in the book you get to see how the guy does it in the story.

In the course, there’s all kinds of resources to help you niche down and be the expert.

Step 2 is to build credibility. It’s great that you’ve niched down now, but you’re still probably one of several options in that niche. Why you? How do you build credibility so that people want to choose you instead of your competitors?

So, in the book, again, it shows how the guy does that in the course, all kinds of resources and examples on how to build your credibility.

Step #3 How do you refine? Which is extremely important is how do you refine and offer your services? How do you package them so that you’re not just selling your time for money so you’re not just saying, hey, it’s 100 bucks an hour to work with me?

What’s your proprietary process? How do you package what you do into a certain number of steps or a certain process and then sell it at a fixed price so people feel like they’re buying a proven methodology or a proven product?
I’ve been telling people in the course sell it like it’s a product, package it that way and price It that way.
So how do you do that?

Step #4 How do you sell it? Learning to sell and getting good at sales is so critical because if you don’t have any customers, you don’t have a business.

So, learn to sell is step #4. Now, I tell people in the course, those first four steps are probably going to be iterative.
You’re not going to get it perfect right off the bat. You’re probably have to go through several iterations before you get that, and then you might stop there.

You might have an offering that’s so good and is priced so well that you’re making all kinds of money and you’re helping all kinds of people or businesses and you’re good with that. But if you want to go further, that’s where steps five and six come in.

Step #5 is build an audience. Now, can you have a podcast? Can you have a newsletter? Can, you know, generate a large following on LinkedIn or Twitter so that you can really cash in on Step 6.

Step #6 is to build assets that generate recurring revenue instead of just offering your time and your services.
Can you write books? Can you do online courses?
Can you have people sponsor your podcast or your newsletter?

Can you create Cheat Sheets that people pay for? You know, what can you do now that you’ve built an audience? Build something once and sell it 1000 times.

So that’s the playbook. That’s the six steps. But it’s very important that you do them intentionally and in order, and you do them properly and that’s really what I go through in the book and the course.

“No Sales, No Business!”

{Greg}
Thanks Dennis for that overview. Those 6 steps make a lot of sense and that’s coming from someone who has been there. Step 4 Learn to Sell is the one that stood out for me the most.

Too often entrepreneurs are technically competent, but they lack the ability to properly present their expertise. I have a saying that I use frequently and that is “No sales, no business!” You can have the best mouse trap but if you don’t have any sales skills you’ll never get any customers.

That’s pretty much all the time we have, and I want to thank you for your time today as well as I want to wish great success with the book and the playbook. I’m sure it will help those many solopreneurs who want to grow their practices.

Also, I lied. I have more question for you. How can people contact you?

{Dennis}
Thanks again for having me on, Greg. So great to be here.
Yeah, if people want to get in touch with me, you can reach out through LinkedIn.

Always happy to connect with people there.
Or you can visit my website, www.dennisgeelen.me .
There you can see all about the book. You can see all about the courses or book coaching calls with me. Love to connect with people and help them through their journey.

{Greg}
Dennis has graciously offered a 25% discount for his online course to my listeners. So just head over to my site at gregweatherdon.com and you’ll find a link for the course, the discount code and his new book in the transcript of this interview.

Here is the link to the course – https://dgeelen.gumroad.com/l/solopreneur_playbook Use this promo code for 25% off – tvzvajc

Here’s the link to his book The Accidental Solopreneur

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.

ORDER HERE

“There was once a Countryman who possessed the most wonderful Goose you can imagine, for every day when he visited the nest, the Goose had laid a beautiful, glittering, golden egg.

The Countryman took the eggs to market and soon began to get rich. But it was not long before he grew impatient with the Goose because she gave him only a single golden egg a day. He was not getting rich fast enough.

Then one day, after he had finished counting his money, the idea came to him that he could get all the golden eggs at once by killing the Goose and cutting it open. But when the deed was done, not a single golden egg did he find, and his precious Goose was dead.”

Every time I hear this story, I’m reminded of a conversation I had with a relative of mine a number of years ago. In passing, I happened to mention that after 25 years, I was thinking of selling my business and taking my chips off the table.

To my surprise, he immediately responded that it was a terrible idea and that I should just hire a manager, sit back, and collect an ongoing dividend. “So don’t kill the Goose that laid the golden egg” he said.

“Theory is great,

until it is put into

practice”

Now this is a fine idea in theory, however as we all know, many theories are only good until they’re put into practice, then they just fall apart.

What really set me back with his theory was that he had never c0me close to risking his future on anything remotely entrepreneurial. He had a secure position, plus a bullet proof pension. That is far different than the life of an entrepreneur.

As owners, we deal with far different issues than being a corporate manager. We don’t have the luxury of having an HR department to handle hiring and discipline issues. Nor do most of us have a CFO to manage cashflow, payables and receivables. No, we tend to do it all.

In addition, we carry the burden of our family and employees futures on your shoulders. Let’s not forget the hours spent worrying how we are going generate revenue during a particularly lean period or wondering where the next threat to your business lies.

Let’s face it, if we are honest with ourselves this is what we signed up for and for the most part these challenges are what drive us forward, but the list of things that preoccupy us is endless. And unlike an employee, we don’t leave these worries at the office. They are always lingering just below the surface, 24-7.

This theory of hiring a manager to run your business is a great idea if your plan is to expand your business holdings in other areas. This is because you are still engaged. However, if you have reached a point or age in your life where you’ve achieved your goals or are no longer motivated, then this is just a bad idea.

For many of us, we have built our companies up over several years and any success we’ve enjoyed is a result of keeping an eye on the critical metrics of our enterprise. Turning everything over to a stranger in the hopes they will be as diligent as you have been, is a bit of a stretch.

Of course, if you’ve built a large enterprise and have the luxury of professional managers in place, then stepping away may work. But this is not the reality of most small businesses.

No, its never as easy as just walking away and have someone send you a check every month. There’s just too much at risk.

When you consider that most small business owners have upwards of 80% of their wealth tied up in their business, you’ll certainly need to stay engaged in some manner, lest you wake up some day only to find your business wrecked on the side of the entrepreneurial highway. This is not like a guaranteed annuity that sends you a check every month until you die, without ever lifting a finger.

Further, do you want to risk having to reengage in your business after an extended absence from the industry if the manager doesn’t work out? If you’re like most of us, the answer is probably no!

What the uninitiated don’t realize is that most owners decide to sell because they feel it’s time to move on and take their chips off the table and leave the worries behind.
Hiring a manager and hoping they do well just gives you one more thing to worry about. Isn’t that what we are trying to leave behind?

Every fairy tale has a moral and so does this one. It’s simply, watch where you get advice! It’s always easy to be an armchair quarterback and offer an opinion when you’ve spent your life on the sidelines.

Let’s remember that it’s just a fairy tale, there never was a goose that laid the golden eggs.

You may also enjoy SBM #42  Successful People Do the Hard Stuff

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.

ORDER HERE

So what’s a whale? In this case it’s not a big fish. The whale I’m referring to here is a very large customer. It’s the client that spends more with you than anyone else. Overnight it can take your business to the next level. But if you are not careful, it can also put you out of business.

Pursuing large clients is what most of us strive to do. It’s even better if the company is well known. It gives us instant credibility with prospects and within our industry.

But let’s not kid ourselves. Landing a whale is a lot of hard work. As they say, getting the order is the easy part. Ramping up your business to manage their demands can strain the whole organization. HR, finances, and the needs of existing clients can all be impacted.

Even once the large client is up and running, you have a brand new challenge. That is to deemphasize its importance to your business. It’s not uncommon that a newly acquired customer can account for 30% or more of your business. But having any client that represents more than 15% of your business is a flashing red light.

Somewhere along my entrepreneurial journey, I had read that “no client should represent more than 15% of your business!” I have no idea where I had read this, but once I understood why, I embraced it.

Why the 15% rule? The 15% rule is designed for your protection. As a client moves above 15% of your revenues, their importance to your business grows exponentially. This is because, large, and very large clients end up representing a disproportionate amount of your revenue, your expenses, and your focus. This shouldn’t come as a surprise and is to be expected. But as the saying goes, “don’t put all your eggs in one basket”, because if you do, you better keep an eye on that basket.

When you consider that for most of us, onboarding a large client requires some form of investment. Depending on your industry, it could range from hiring a few people to committing to more physical space, vehicles and equipment that could run into the thousands of dollars. As a result, the financial pressure and risk rise significantly.

So let’s look at this in a pragmatic way. A healthy net profit for many small businesses is 7%, but most barely exceed 4%. So, in a million dollar business that only represents $40,000. Not a lot of money to cover increased costs.

And if we are being honest, most of us sharpen our pencils when it comes to pitching a potential whale. Granted, if priced right, this strategy should put more dollars in our pockets, but it reduces our margins.

This then results in their percentage of expenses exceeding the percentage of revenue. For example, they may equal 20% of your revenue, but because of the discount you provided, they now account for 30% of your expenses. This is normal and so long as they are a client, things should work.

But what happens if you lose that client? Losing the revenue is one thing, but now having to cover all those expenses can become a monumental challenge. Your 4% net profit won’t come close covering an extra 30% in expenses and now your once profitable business can be facing bankruptcy.

However, before it gets that far, you would try to counter the loss by cutting expenses. But reducing staff usually comes a cost of severance pay and those fixed costs, like rent, are almost impossible to dispose of quickly without paying huge penalties. This of course is with money that you may not have.

Growing our business is what keeps things exciting and if done properly can be quite profitable. But keeping your business safe is equally important. That is why the 15% rule is so critical.

So if growing your business is your goal, then you must make growing your existing clients or finding new ones a priority to deemphasize the whale’s dominance. Granted this adds more pressure to your already busy life, but it’s too easy to relax at this point. Once you’ve brought the new whale’s revenue back in line, you can take a break.

By limiting your largest clients to 15% of revenue, it also reduces your dependence on them. Should they leave, and they most likely will at some point, you will probably only face some short term pain. But with a little hustle, you can survive and get back to building your company.

For those that are interested, I’ve created a “Be prepared checklist” that is available for download by clicking here.

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.

ORDER HERE

The reality of being a small business owner is that you are going to have difficult clients. How you deal with them comes down to how much you are willing to endure.

These are the clients that hire you because of your expertise, but then try to tell you how to run the project. They can also be the type that doesn’t respect your time or are late in getting you the information you need but still expect you to meet the original deadline. Of course, let’s not forget those that expect you do more than originally agreed upon, and don’t think they should be charged more. I could go on, but you get the point.

One question I get all the time is, “How can I increase my sales?”

The answer to this is question is quite simple. The hard part is executing on the answer.

Selling is more than just showing up so, here are five ways to increase your sales that apply to any business.

Knowing everything you can about your product, your industry and your competition can give you a massive competitive advantage that will set you apart Why? Because so few people really immerse themselves in all aspects of their industry to become an expert.

To be sure, lots of your competitors act like they are experts by using all the current buzzwords, but few are, and their depth of knowledge is shallow. Two of the key benefits of being an expert is that it’s disarming to clients, especially to those that think they know more than you. Secondly, it gives clients the confidence that they are dealing with someone who knows their stuff.

Becoming a subject matter expert requires you to do a deep dive into understanding of your product, your target customer, and certainly your competition. Of course, this all requires a continuous investment of time and effort to keep abreast of changes and trends and It’s never ending. But that’s the price one must pay to become an expert.