Not What I Thought It Would Be

09.09.19 12:08 AM

It is always interesting, if not perplexing, when you discover that reality does not match your perception. When the data simply doesn't support the theory, or when the facts are incongruent with the prevailing presumptions, it is truly intriguing. I have always been fascinated by the discovery of discrepancies between what I believe and what turns out to be true. For example, several years ago, I learned from Gary Taubes' and several others' work that dietary fat is not a primary cause of weight gain. I recall being absolutely smitten with learning that my nutritional paradigms were wrong. Some ascribe to Mark Twain the quote: "It ain't what you don't know that gets you into trouble; it's what you know for sure that just ain't so." Perhaps, it's the same mechanism in our brain that makes magic tricks and illusions so entertaining; we get a kick out of the revelation that we've been deceived. However, this is only the case when the variance between our perception and truth is manifest as pleasant or at least benign. No one is delighted to find out that their nescience to reality is going to cost them dearly. 


Over the years, I have spoken with many entrepreneurs and business owners that became disillusioned with operating their businesses. Some variation of "It's not what I thought it would be." is the common theme among their shared sentiments. Usually, these same people have not wavered from their original objectives for starting businesses. 


The primary reasons seem to be:

  • a passion for a particular craft or cause

  • fulfilling a dream or purpose

  • autonomy and control of their future

  • a better future for themselves and their families

  • financial freedom


In pursuit of these commendable objectives, many have persevered through business environments and conditions that are not at all similar to what they imagined. Some exceptionally hard-working and intelligent people have done so only to encounter ultimate business failure, while others have experienced business success to the detriment of their lives outside of work. Why is this so common? 


It is, at least in part, due to the mundane nature of the details that make extraordinary businesses so successful. Consistent application of tried and true business principles takes uncommon commitment. Frankly, it can be boring. The monotonous and time-consuming peripheral components of running a successful business are seldom what attracted and motivated entrepreneurs in the beginning. And time, being a precious and finite resource, has to be allocated carefully. Those things that cause businesses to flourish, such as strategic planning, innovation, and continuously improving their value proposition (you know, the exciting parts of business), are often unwittingly neglected while those unglamorous things necessary to sustain operations are tended to. As tedious and far-removed from that which originally stirred your passion as they may appear, significant investments in sound human resources, accounting, marketing, administrative, and information technologies processes are critical. As business owners manage their companies, they begin to be enervated with the realization that they are stuck dedicating much of their time to unexciting, yet critical things for which they lack a calling. Don't worry, though; there is hope. There is a remedy.


Create a plan.  Yup, that's it! You have to design a written plan for how you will succeed.

Are you ready? 

Have you got your pen at the ready to take notes? 

This is it; I'm about to give you gold. Drumroll... 

Here it is:


Create a plan.  Yup, that's it! You have to design a written plan for how you will succeed. Yes, I know; you already know this. But, have you done it? When is the last time you updated your plan? Does your plan include strategies to address emerging challenges and changes in the market?

As is so often the case, the solution is neither a silver bullet nor a magic pill. The secret to success is not a secret at all. As such, it may seem to lack merit. But, don't be deceived into thinking that which is familiar or obvious is equally worthless. On the contrary, it is the very ordinary nature of many things that cause them to be ignored or overlooked. That which goes without saying actually needs to be said periodically. So, once again, you need to create (and implement) a plan.


Here's what you need to do:


    1. Start by sitting down with your primary stakeholders (spouse, business partners, and key staff to start) and asking what your primary two objectives are. Though there may be more, keep things on task by limiting objectives to two. Don't simply state them from your perspective. This is one of those great opportunities to explore whether perceptions and reality differ. You may find that other stakeholders have no idea what your objectives are. Or, you may discover that others have objectives that are in conflict with your own. Clarifying your own objectives and gaining insight into the objectives of the business' other stakeholders is a great starting point to developing a plan that is going to make all the difference.


    2. Next, brainstorm and create a list of obstacles to achieving your objectives. It is important to uncover obstacles before moving full-steam ahead with strategies to objective accomplishment. Think of it like creating a plan for navigating downstream on a whitewater rafting excursion. It really pays to know what things you need to avoid. In fact, sometimes the only thing you need to do is remove obstacles and your current momentum will lead you to success.


    3. Then, itemize those things which the group knows are imperative to success but may be getting neglected or to which insufficient resources are being allocated.


    4. Consider performance metrics to record, share, review, and analyze that depict your trajectory.


    5. Attempt to assemble an exhaustive or comprehensive list of all the resources at your disposal. Categorize these by Human, Financial, Time, Tools/Equipment, and Interested Third-Parties. Businesses commonly under utilize the resources at their disposal, especially human resources and internal talent. One reason for this is a lack of awareness. Making and regularly updating this resource list will prove invaluable for reference going forward.


    6. Create a list of projects designed to bring your objectives to fruition. These projects will be broken down into bite-sized tasks or action items that are distributed in such as way as to maximize use of your resources. Projects, along with associated milestones and tasks must have deadlines. Avoid the temptation to do everything yourself. Instead, use the RACI method for ensuring that you document exactly who is Responsible (i.e. doing), Accountable (i.e. overseeing/the buck stops here), Consulted (in advance), and Informed (i.e. kept in the loop) for each item. Using this methodology, be sure to determine exactly who is overseeing the performance metrics. It is essential to get the best return on the investment of all of your resources, especially your time. As the business owner, be sure that you are only assigning yourself tasks that are motivational, take advantage of your industry-specific knowledge or expertise, and are both sustainable and scalable. Your time is the prime resource. Use delegation, automation, and elimination strategies to ensure you don't end up in the original predicament.


    7. Lastly, choose a date and time to reconvene to review the performance metrics, progress, achievement of milestones, and completion of task/action items. Referencing the RACI chart, be sure to hold individuals accountable for commitments made during the previous meeting.


    8. Repeat this cycle making adjustments as necessary.



The dedication you make to this strategy will give you back time in ways you never imagined possible.

Depending on the size of your business and the number of stakeholders contributing, this critical planning and following-up cycle should take no more than 2 - 3 hours per month. If you are already pressed for time, you'll find that this investment is paramount. Furthermore, being short on time is a practically infallible sign that you need to plan more. The dedication you make to this strategy will give you back time in ways you never imagined possible. As the adage states, "Failing to plan is planning to fail." Give this a try even if you are skeptical that this will work for you. This could be one of those times during which your perception and reality are misaligned. While your incredulity is replaced with pleasant surprise at its effectiveness, you can contemplate why this simple solution is "not what I thought it would be."


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Are you a business owner or entrepreneur that has been disillusioned with running your business? Have you had the same challenges? 

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