The owner is employing help but needs structures, systems and a team, yet doesn’t know how to get that. For example, in confronting the realisation that “I cannot do it all” the first thing the owner does is employ the “subject matter expert” this is the first time they have employed someone whose technical skills are in another field, one that is not their own.
It might be the bookkeeper, engineer, and driver. The first time this happens, it generally ends up in-tears for the owner and for the employee. That person generally does not have the dedication the owner demands and the owner does not have the skill, patience or protocols in place to employ someone of this calibre.
Unwanted management responsibilities are essential yet unmet, the owner pines for the good old days.
The business plan should be centred on the activities of a manager. Delegation and controls must exist because growth occurs as a consequence of successfully managing, which means surviving the consequences of “you cannot do it all”.
Crisis is being out of control. The owner truly believes things like “you just can’t find good staff” or “I am the busiest person here and the lowest paid.” Survival and break through is via the effectiveness and efficiency of the structural systems and the team that now runs it.
Obviously I have adapted Carl Gould’s underlying directions with knowledge gained in my travels. I still encourage people to read Carl’s book and there are a few others like Alexander Osterwalder’s 2009 book called “Business Model Generation.” Looking forward to your comments and going a bit further in my next blog. ~ Kevin