Brain Cramp for Betty

Betty seemed a very determined person one who dedicates themselves to fulfilling their objectives. She explained that with her many years in the make-up artistry industry she had no problem with starting her own business. Indeed she didn’t, her studio has been very successful, but in further discussions with her, she explained that she was very busy and did not have time to do things she really loved. In fact she was exhausted and about ready to quit after only three years in business.

Betty, like many other entrepreneurs we have encountered had been laid-off from her job of 15 years. She was emotionally drained, as she could not believe that her employer could with seemingly little trouble or emotion “just let her go” after so many years of loyal service. To make matters worse, Betty only received eight weeks severance pay, and had to work her full notice period meaning there was no time to look for a new job. She did get a little money from unused holidays, but that would not cover her month’s expenses and was certainly not enough to run her single parent home – especially one with three teenage children. It was the uncertainty of employment in troubled times and the fact that she was leaving her future and fate in the hands of her employer that helped kick start her business.

“Well”, I said to Betty, “I see where you are coming from and the challenge you have, so tell me, what do you really love to do”? She said, “I like to .., well it’s just that… ok, I am not sure, but there is no time anyway. Her business was her life and what she loved to do had become a chore – she was trapped so much so that the love for her art form had now become a business that she hated.

We gave her a challenge; she was asked to write down all the things she would love to do – but for which there was no time. She also had to write down what she did do – explaining her average week, task by task.

This little exercise resulted in a long wish list. It also resulted in Betty revealing that she could not leave any work to her employees, because it was never done right, and she seemed to always be busy playing “fix-up”. While her wish list had many things on it I was surprised to find so many simple things that we may take for granted – like reading a book or spending a day relaxing with her children – Betty just did not have time for even the simple things, and she never had time for her children.

Her own analysis of her working week seemed filled with redirection of staff. We questioned her on this and asked why she felt that it was necessary to redirect and fix what others should have done right the first time. She then explained that it just appeared that her staff did not understand what she was looking for, from them. They did not seem to understand her expectations nor did they seem to follow the steps that she so painfully tried to get them to follow. She said that her staff turnover was very high and that she could not rely on staff; in fact they where in just a burden to her. I could see her physically sink deeper in her chair the emotions running high as she contemplated the bottles on the shelf. “There” she said “how many times have I told the staff to organise the bottles correctly on the display shelf – now near tears she quickly began to reorganise the bottles. I was cautious with my next question hoping that it would not send her over the edge. I asked “where are these instructions written down? I would like to see how simple they are”! Well she said I don’t have them written down, silly they are in my head. I provide my staff with verbal instructions and it seems that they just cannot follow these simple instructions – even the simplest of instruction. I was now becoming aware of what the real problem was. Betty was a perfectionist, and there was no way that each of the girls she employed could remember what had taken her 15 years to master (her way). I asked her if we could try and put in place some simple written instructions, which would be there to help the employees – but she had to write these as if she would not be available to provide instruction on a daily basis – “write them as if you were never coming back” I said.

She said that the instructions were so simple that it would take her just a couple of minutes to jot these down. I told her to take her time and think about it for a while so she could consider all the steps – and then I upped the anti – I asked her to write them as if I were going to perform the task. Betty instantly became annoyed saying that I new nothing about the make-up business and that the instructions would then have to be so simple that even a person never having worked in the business could understand. “Yep” I said “that’s what I am looking for”.

Our next meeting revealed that Betty had found that writing the instructions proved more difficult than she had imagined – and then having to write them, so even I could follow along was even more difficult. She told me that, this had given her a new understanding of what she had really expected of her employees and that she was sure now that she was perhaps expecting too much of them. Amongst all the other details that she expected her employees to master such as the method of answering the telephone, the operation of the cash register, the loyalty card system, the discount structure, not to mention purchasing and testing of new products and all the client services that were offered, there were processes and procedures that had to be followed without mentioning the safety aspects and requirements – “little wonder they make so many mistakes she said.”

Then I explained that perhaps she was not expecting too much rather that there was no clear expectation written down – no procedure – no recipe – no consistency. I then suggested that she examine other areas of her business that she believed could do with a procedure or a system. We made a list that even included a procedure for answering the phone and asking the clients questions that were important to delivering not just a good service but a great service.

Betty has now found that the newly implemented systems are effectively delivering the results she always wanted and she has found a little time for herself.

“What was it that I was really doing wrong she asked?” as we concluded the meeting. I explained that this was a mistake made by many entrepreneurs. Entrepreneurs often are the technicians of their own disaster. They know how to do the job but they do not know how they should run the company. So systems and procedures are not important to them, getting the job done is. When you are running a company you have to look at how the company will operate from start to finish, not just performing the technical work yourself. These processes and procedures should be written down so that employees can follow them and the end result services the customer keeping the service or product delivery consistent, accurate and value for money spent.

“Try to imagine Betty, if you were to run the company and you did not know the technical job of doing the makeup. How would you then run the company?”

She looked at me thoughtfully, I think I’ve go it now, what you are saying is that running the company is different to doing the make-up the two tasks are different and that if I understand the business of make-up I will succeed at my business rather than just knowing how to apply make-up” Wow!, was I delighted – she had hit the nail on the head.

Well done Betty!!

Now you’re an entrepreneur! There are more things that need to be done – the most important one is working on your business and not in your business. “Betty, you had become just another employee, you simply changed jobs – the only difference was that you were not making as much money and you had a really grumpy boss”. That brought a smile to her face.

Working on your business is developing the systems that will result in serving your customers needs time after time, consistently meeting their expectations, so that the experience they have each time they visit your business is the same high standard. Being able to put in place the systems that are needed to run your business successfully allows you the entrepreneur the time to work on continued development your business. These management system’s, are what differentiates you from being just self-employed to becoming a successful entrepreneurially driven business. Having procedures and instructions in place, staff can now perform the tasks as you would perform them or want them performed – and they get it right every time. The way to look at your business and these systems is from the view-point; will they still operate if I leave my business – can the business run without me? This will make you think of how it should operate to your standard and satisfaction if you were not there to instruct people what to do every day. This allows you the opportunity to develop the aspects of your business that make you money - developing a relationship with your customers and building your business.

Working on your business is also developing the methodologies of getting and keeping customers. Make sure that you develop your business through relationship building. It’s your responsibility to put your business in front of your potential customers. If you are in a business that is dependent of referrals such as consulting you will need to become known to you clients and their “friends” their contacts through professional referral. If you need decisions to be made about your service then you need to positions yourself with decision makers. Know who they are and where they will be and get known by them.