Do Business Well

It can happen anytime. You get up in the morning and the prospect of going to the office doesn’t stir your juices. Sometimes it occurs because of a specific issue or job that must be handled that day. Other times, it may be the weather, the business climate, or a simple matter of body chemistry being out of whack. These problems are generally short-lived, and don’t require much in the way of remedial action.

However, there are instances where the problems are more deep-seated. Possibly you don’t feel like going to work almost all the time. You’ve concluded that your feelings aren’t related to the type of work you’ve chosen. You’ve also ruled out other aspects of your life such as marital problems or a general emotional disorder.

You wonder, “How does that crazy five percent of the population do it? How do they jump out of bed every day with spring in their step, desire in their heart, and the willingness to do the things that have to be done without complaint or hesitation?”

1. They believe that what they do will make a difference. While they acknowledge that outside individuals and events can affect their plans, they know with certainty that they can, by their effort, make good things happen.

This idea goes beyond a belief in yourself. In fact, those who believe only in themselves are unlikely to be able to sustain this idea forever. Everyone will have a string of mistakes (slump, bad luck, bad timing) that can bring into question belief in self. However, belief in God as the personal sustainer of good for your life makes it possible to maintain a consistent attitude that your actions will have long term rewards . . . even in the face of catastrophe.

The opposite approach can be seen in the individual who believes that no matter what they do, they are at the mercy of other persons, events, or beings from the spiritual world who are able to control their will (unlike the Judeo/Christian God who makes no attempt to control the will). These individuals will commonly use words such as “go with the flow.” They will spend countless hours evaluating how their life has been shaped by their genetics, their parents, or their schools. These are the same folks who will look at the successful individuals around them and pronounce them “lucky.”

The first step in personal motivation is to adopt a mind-set that says: “I am in control of my destiny. No one else can alter this without my permission. I can choose to fly with the eagles, swim with the sharks, or lie around with the sloths. I make my own happiness.” It is a good idea for me to seek out others who can fill needs, but if I rely on them to make me happy, I can expect disappointment. I will refrain from offering excuses for those parts of my life that are not as I would like. I will replace that thinking with immediate movement to institute those actions that I believe will gain the ends I seek.”

1. Keep making those lists. As mentioned repeatedly, you need to have long-term goals, short-term goals, and lists of tasks that need to be undertaken to get you to both. Don’t forget to compile that to-do list on a daily basis. One of my associates once admitted to me that he got more satisfaction crossing out items on his to-do list than from almost any other aspect of his life. (My first response was “Get a life.” On further reflection, though, I conceded that crossing things off that list did rank pretty high!)
2. Do you have daily, weekly, and monthly goals for each quantifiable aspect of your business: sales, collections, production,new customers, service levels, sales calls, whatever? The setting of these goals is very motivating as long as they’re within reach. You’ll want to be flexible about changing those goals in the face of surprises. It’s not good for one’s outlook to come up seriously shortof plan.Consider giving yourself a reward for meeting goals. Makecertain, though, that the reward is something worth working for.
3. Read motivational books. Watch or listen to motivational tapes. Attend motivational seminars. While these usually wear off after a few days or weeks, they do boost the rockets for a while. Sometimes they provide enough boost to allow you to use yourown power for a long time after.

Here’s ‘another golden nugget. Pay careful attention! Find someone to be accountable to.

One of the major reasons you started a business was probably that you didn’t want to have to answer to someone else for your actions. But with no one looking over your shoulder, the opportunity for massive error is always just around the corner.

For years I would say to my accountant, a partner, or a friend:

“I feel as though my company is sailing into uncharted waters. I’ve never run a company of this (pick one) size, type, complexity. I feel as though I need to sit down and talk to someone who has.” I believe that if any one of those individuals had recommended such a person, it would have saved me more than a million dollars in thepast five years alone.

What kind of person or group can fill this job? What are thecharacteristics to look for? What is their actual task? How do you work with them?

1. The person must have your respect. This doesn’t mean that you never disagree. It does mean that his advice is at least as valuableas your own thinking.
2. The advisor must be tough as nails. He will be useless if heis unwilling to tell you things you don’t want to hear. If he wants to be your friend first and advisor second, find someone else to beyour advisor.
3. It’s best if he has specific experience related to your typeof enterprise. At the very least, you want someone who has excellent credentials and experience in the area of very small business management.
4. Lawyers and accountants are often used for this purpose. However, if you choose one of these, beware of two traps: They usually don’t have actual experience or training in small business management, and they’re generally naysayers. You’ll do better with an advisor who has a balanced approach to new ideas.
5. You want someone with an inquiring mind. You shouldn’t have to ask him for an opinion on everything. He should be asking you for specific information as to how certain aspects of the company are performing.

You may be able to find this person through your accountant, banker or lawyer, or by asking business associates and friends. The Small Business Administration offers a program whereby retired businesspeople offer services like this for free. It is called ACE/ SCORE—Active Corps of Executives/Service Corps of Retired Executives. (See details about this group in the appendix to section 3.)

You could try to find your advisor through the Yellow Pages. Unfortunately, there are many folks claiming to be business consultants who are only in that line of work until they get a real job. When selecting your advisor, check references more thoroughly than you would for your highest-level employee.

If you bring in a stranger, evaluate his work very closely until you’re certain he’s providing value. Remember, you don’t want a yes man. You won’t be helped by someone whose sole job is to compliment your management techniques and laugh at your jokes. You want a tough-minded businessperson who’ll let you know when you’re headed the wrong way.

You’ll know you have the right person if, when you’re making a decision of consequence, you find yourself asking, “What will Jim say if I do this?” Sure, you’re right back to having a boss, but this one is of your own choosing. If he’s worth what you pay him, you’ll improve profits, maintain higher cash balances, increase your service level, and feel better at the end of the day. And . . . you won’t feel quite so lonely when you’re making the really tough decisions.

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