A Game Worth Playing

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The following vignettes are based on true stories from the small business community. Real identities are protected and the businesses are no longer active.

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"If your business depends on you, you don't own a business - you have a job. And it's the worst job in the world because you're working for a lunatic... You can't close it when you want to, because if it's closed you don't get paid. You can't leave it when you want to, because if you leave there's nobody there to do the work. You can't sell it when you want to, because who wants to buy a job? Systems run the business and people run the systems." - Michael Gerber
In business for 4 years, Donna was very thorough and performed services weekly for offices, model homes, and private residents. She knew her competition and made sure she had an edge with lower rates and full service equipment. Her main attraction was her sweet personable charm and clients loved spending time with her. Eventually however, Donna became slower, tired, and began changing the schedule monthly. She was desperate for some time off since her cleaning business was followed with cooking/shopping and raising a family. But her clients were not all forgiving. Some became unsettled refusing to bend with her changes. On top of that, when she could get her cousin to help out, Donna was not good at saying no to her clients when they insisted she come in place of her cousin. This physical labor became unmanageable and Donna began resenting her clients. She was ultimately not willing to stop being the business in order to build the business.
Two graduates relocated from out of state, each holding a Masters in business. They made it known through heavy advertising that with their passion for performing arts and an intention to aid community talent, they were launching themselves as talent managers.

What do you suppose is the first thing you're going to notice during your initial consultation if they're seeking to represent you? No-brainer: how well they represent themselves.

As several naive artists signed-up to prepay the brothers for their services ($ to go towards expenses) - nobody was reimbursed after The Jonah Bros defaulted on all their promises. In place of experience, they were not willing to do any research, look the part, present a strategy plan, hand out a packet or a one-pager about their business, convey a professional image, and the list goes on.

Miella is one of a kind and offers energy work, aroma therapy and massage modalities that nobody else in the community provides. With a simple intention to start up some p/t hours in conjunction with her p/t job, Miella quickly became the highest paid practitioner in her area and in demand as the best. Soon clients went from being scheduled within five days to a 6 week waiting list. But as well regarded as Miella was, within her second year 40% of her base dropped off due to frustrations and they took up with someone else. Miella's expedient growth was met with no plan, no help, and no strategy.

Offering a non-membership ministry launched by a visionary who imagined a unique facility designed to meet the needs for those in need providing weekly sermons, outreach, live music, free food/shelter, monthly events, childcare, street ministry, prayer groups, and more. After expanding into two locations within 4 years, the increased demands could not be matched with supply. As the 3rd location became evident for further expansion, a horrible moral spread throughout the congregation and every step towards progress began to backfire. There was simply not enough, and then there was nothing left to go around. Internal implosion took place as volunteers and participants began to feel resentful and unappreciated. Once again rapid growth was met with no organization, no team work, no management and poor planning.

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These are examples of hundreds of stories that take place every year! They each end the same. They're each equally devastating. BUT most of all - they're each preventable.

What are the differences? Industries.

Similarities? Every situation possessed talent, skills and extraordinary heart. But they all missed their statement of purpose, their research, their planning, and finally, a willingness to ask for expert help, even when in their worst stages.

There are no "right" answers. But if you don't know all the answers, you've just established some indicators. Indicators begin the process for building systems. You may have a system that has naturally developed over time, and it works pretty well because the people who do it have been doing it that way for a long time. But if that process is not written down, how can you train others to create the same results? How do you ensure that everyone does it the same way?

Documenting your processes is absolutely essential. Unless a system is documented, it can't be repeated properly.

GVN introduces you first to the importance of building systems, and then guide you (and your staff) as you learn to integrate work-flow streams and begin to develop your company's proprietary systems.

www.givingvoicenetwork.com

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About the Author - Eve Haslam

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Contact Eve Haslam:
Business Coaching & Jazz Vocalist
828-707-0564
info@givingvoicenetwork.com
www.givingvoicenetwork.com

Learn more about Eve.

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