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Yesterday I was smart – I thought I could handle every little thing myself. Every single thing, every little thing, every explosion that needs extinguishing. I spent several hours doing mundane chores, pondering that it kept every little thing in order. I was the heart of my business, the person to whom people looked for decisions, directions and solutions.
But today I am wiser. I realized that being the solution to every little problem wasn’t benefiting my business and it wasn’t benefiting me in any way because I was always in firefighting mode. That’s why I decided to decelerate, surrender multitasking and focus on what’s most vital. I developed stronger processes, empowered my people and, perhaps most effectively, learned to relinquish control.
It wasn’t an easy decision, but I think it was one of the best decisions I’ve ever made. Similar to the previous example, now I do not feel stressed by my each day routine, but fairly motivated to achieve my goals. The same applies to me today as I not struggle to keep my business afloat.
The cunning trap – where it began
Being the one who does every little thing is at all times attractive because it gives you the feeling of being irreplaceable. This kind of pondering can feel like a superpower in the early stages of building a business. You determine, you handle things. Every achievement, irrespective of how insignificant it could seem, is a personal achievement – recognition of one’s own abilities and dedication.
But here’s the catch: cleverness could be a trap. Strategies that are effective in the starting often prove counterproductive as the company grows. I discovered this the hard way. I was smart enough to handle all of it myself, but my smartness prevented me from seeing the whole picture. At some point I lost sight of the big picture and only focused on different points of the project.
The turning point – realizing the need for change
The change wasn’t sudden; it happened step by step and there was no single event that caused the change. I began to realize that things were getting out of control; my inbox was filled with emails, I had tons of tasks waiting for me, and I felt like I was always on the verge of breaking down. My business was thriving and I wasn’t. I felt exhausted and stressed, like I was scraping every day.
It took me a very long time to realize that I was in a vicious circle. I became the weak link in my own company. My willingness to commit to every little thing was becoming a problem and was holding us back from achieving our goals. It’s time for a change.
Change – Moving from doing every little thing to doing what matters
1. Creating a decision matrix:
The first change I implemented was the decision matrix. That’s when I realized I had to let go of the concept that I was responsible for making all the decisions. The decision matrix helped me allow my subordinates to make decisions on their very own, without my involvement. It wasn’t about giving up the power to determine; it was o participatory the power to determine.
2. Creating textbooks:
I then addressed the issues that got here back to me repeatedly. These were time- and energy-consuming tasks that principally didn’t require my involvement at all. The manuals I created provided general instructions on how to approach common problems and processes. My team now knew how to solve problems, which freed me from always dealing with issues that got here up inside the team.
3. Establishing the pre-slaughter process:
I then implemented the pre-mortem process. The mindset has modified from solving problems as they arise to anticipating them. Before starting a latest project, my team and I identified possible problems that would occur and how to avoid them. This proactive approach has helped significantly reduce the number of crises we have experienced.
4. Automation of routine tasks:
Little things are sneaky thieves of time. They are a prerequisite, but they take up a lot of time and at all times seem to distract me from more vital matters. That’s why I developed autopilot mode for my business. I tried to minimize the amount of time spent on repetitive tasks by automating them wherever possible. I even handle easy tasks like invoicing and social media scheduling, which is something that saves me time every week.
5. Implementing a time-locked firewall:
Despite all these changes, I realized that urgent tasks still permeated my day and interrupted my schedule. That’s when I created a time-locked firewall. It was about protecting my most dear resource: my time. I also put aside certain blocks of time for deep work, periods when I would not be available for the rest. It wasn’t just an efficiency tool; he was a revolutionary.
The results – a thriving business and a sustainable life
Once I began implementing these changes, the results were obvious. This is how my business not only survived, but also grew at a faster pace. The team was more empowered, decisions were made quickly, and we were making progress at a pace we had never seen before. But the most vital transformation was internal: I was not just a business owner; I was the leader. I had more time to develop, innovate and strategize, which was a luxury. I was proactive and not only reactive, which was rewarding in a way because I was in charge of my life.
1. A strengthened team:
The first change that seemed most vital to me was the change in perspective regarding my position. I also understood that my role is not to know greater than my subordinates, but to help them work effectively. I made my team stronger and more competent by delegating decision-making and problem-solving responsibilities to them.
2. Focus on growth:
After putting out the fires and taking care of routine tasks on my own, I was finally able to focus on my goal. I began implementing changes to my time management, spending more time planning, building relationships, and identifying opportunities. This is because the business benefited from me not being slowed down by small details. I was able to look at it from a broader perspective.
If you are still trying to handle all the tasks on your personal, it is time to step back. It’s time to move from wisdom to common sense. If you are looking forward to growing your corporation, surrender the opportunity to dictate every aspect of it. It’s not about walking away from your responsibilities; it’s about redefining them. It’s about vision, growth and creating a business that may succeed without having to destroy the owner.