I bump into so many business owners who become the ceiling of their companies. Their workload has grown so much that they cannot add one more task to their long list of things to do. When that happens, they automatically become the ceiling of their company. That’s not something you want to happen. Read on to discover how you can keep that from occurring . . .

It is natural and normal for business owners to become the ceiling of their companies. In fact, you have to work hard to prevent this from happening. 

You want your business to grow, but you must take action to make sure you grow along with your business. When you first begin a business, you do most everything, but as that business grows, you must adjust your workload. 

You don’t need to touch everything! At times, it feels like you do, but doing so will prevent you and your business from moving ahead. 

Keep tasks that fit your skillset. If you are good at sales, keep sales until your company grows so much that you are no longer needed to sell. Give away other tasks that do not align with you. 

For example, you may not be great at operations. While you have learned to manage the business adequately, operations drains you. If so, that’s a good area in which to hire someone who specializes in operations. Doing so will create volume for growth in your company and keep you from wearing yourself out doing something that you don’t really even like doing. 

Keep what you love. Give away (delegate) what you don’t. It is really that simple.

Most owners wait until they are about to explode to begin giving tasks away. Instead, be proactive. Anticipate that you are reaching your limit and give tasks away before you exceed your limit.

Waiting too long to delegate tasks creates unnecessary stress. You need time to find the right people and train them. If you are functioning at peak capacity, it’s difficult to do so well.

Many business owners operate with little margin in their lives. Wise business owners always maintain margin. They anticipate needs before they arise and take action to solve problems before they occur.

If you sense you are reaching your capacity, take action now. Don’t wait until you have a health scare that forces you to take action. Be proactive now!

One of the best ways to assure a smooth transition to others is to create clear, concise SOPs (standard operating procedures). 

Because you are doing what you seek to hand off to someone, you have a good understanding of what needs to be done. You just don’t have the bandwidth to continue doing it. 

Very likely you do things without giving them much thought. You need to record your processes and systems so that the person who assumes those responsibilities has a roadmap of what and how you want things done. 

Some business owners attempt to delegate tasks to an employee and expect him or her to automatically know what they know. It has taken years for you to develop your ability to perform that task. It’s not fair or wise to expect someone to step into your shoes overnight.

Instead, take the time to develop very specific SOPs to guide the person to whom you delegate. Doing so will tremendously help that person and give you the confidence that he will do things the way you want them done.

Creating SOPs may provide a number of additional benefits. For example, you may discover unnecessary steps that can be eliminated. You may also find ways to improve your processes. Should you need to replace the initial person to whom you delegate those tasks, you already have a built out system to train and develop that new person.

So often owners know what to do but do not take the time to develop clear SOPs for specific tasks. Don’t neglect this important step. It will help tremendously you and your employees.

Don’t just delegate tasks. Make it your job to develop the people who do those tasks. 

It’s easy to think that once you find the right person to do a task that your job is done. That’s not true. Now you must shift your efforts from doing the task to developing those who will be doing it.

People don’t develop themselves. While there might be an occasional outlier who has such a strong personal drive that he will develop with or without your help, that person is the exception.

Most people need guidance, encouragement, and accountability to develop to their fullest potential. As an owner, that’s your new responsibility. 

Because owners are often doers, they react to developing people. It’s just easier to do things themselves. That’s true, but that means you need to keep doing those things. Eventually, you will reach a limit or ceiling.

When you hit that ceiling, you stop growing and so does your company. Don’t let that happen in your life or business. 

Instead, realize that your company will not grow unless you grow. That very likely means your roles and responsibilities will change as your company develops. 

Don’t resent that. Embrace it. Your other option is just to wear yourself out and become the ceiling of your company. It can’t grow because you’re not growing!

If you want to discuss this further, schedule a call with me today: https://penncoaching.com/meetwithdave.