I have the good fortune to regularly mentor several amazing entrepreneurs. One question I frequently ask is, “how much time do you spend working on your business versus in your business?” A similar question is, “how much time do you spend working on strategy vs. tactics?” Usually the answer to both questions is, “not much.” The problem is easy to identify. Entrepreneurs find themselves sucked into the daily grind of firefighting and there is no time left to do much else.
So how do we focus on strategy and vision when the bullets are flying, and we are hunkered down in our foxholes? For starters, we need to examine exactly what it is that we are doing. As part of my mentoring process I inquire on specifically what an entrepreneur is spending his or her time. It is interesting to listen to the responses which often reflect the fact that entrepreneurs are handling things that really should not be their responsibility. Mostly this includes performing tasks for which others should be held accountable. And it is not just about the failure to delegate. Some entrepreneurs take the position that “if I want it done right, I need to do it myself.” Or “I really don’t have the time to show someone else how to do it – it’s more efficient for me to bang it out.”
To solve this, we need to understand what prevents us from delegating that which should be handled by others. Do we have the right people on the bus? Do we have enough people? Are the right people properly trained? Are we too high control? When I have experienced problems with delegation in the past it is usually been the result of not having the right people to whom I can delegate. Getting to the root cause of our inability to delegate is crucial. If we do not have the right people, what is more important than solving this problem? One of the nice things about having the right people on the team is the fact that they may not need as much training – bright, right people figure out a lot of things on their own.
How is an entrepreneur who has a very small team able to delegate effectively? In other words, he or she is a player/coach and is on the field for every single play. This is where blocking out specific amounts of time to plan and strategize can be invaluable. Perhaps this occurs every morning from 8:00 to 9:00 without fail. During that timeframe, the entrepreneur takes no phone calls or any other interruptions and refines the strategy for the enterprise, reviews key performance indicators and determines if the business is on track with respect to vision and mission. Then the entrepreneur suits up and runs out on the field with the rest of the team to face another day. I cannot emphasize enough how absolutely nothing can be allowed to disrupt this daily routine.
We can ill afford to procrastinate when it comes to working on our business because we are too busy working in our business. The more this happens the more likely it is that we will get caught on the hamster wheel. Around and around we go as fast as our legs will churn – but we are not making any headway. Why exert so much energy (and money) to end up right back where we started?
Learning how to delegate and hold others accountable will allow us to strategize and envision the future for our enterprise. And sequestering ourselves for a specified period of time every single day will enable that planning and visioning to happen.
This blog is being written in tandem with my book, “An Entrepreneur’s Words to Live By,” available on Amazon.com in paperback and Kindle (My Book), as well as being available in all of the other major eBook formats.
It is always a good idea to take some time to strategize and make better decisions.
🙋 Thanks for sharing such a great article with us on how much time do you spend working on your business versus in your business?”
To answer your question, I spend more than 75% of my time working ON my business rather than IN it. We have a terrific team that handles much of the tactical functions which allows me to be more strategic.
Very true. We need to be productive, not just busy.
Fascinating post. It’s true—delegation is difficult, yet necessary. If you don’t have the right people on board with you, your ship will go nowhere.
Strategy is about making choices, trade-offs, it’s about deliberately choosing to be different.