The views expressed by Entrepreneur contributors are their very own.
Conventional wisdom says to work on the business, not in the business. That feels like good advice, but is there more to it? Michael Gerber’s book, The E-Myth Revisited: Why Most Small Businesses Don’t Work and What to Do About It , explores how business owners make this common mistake and the right way to avoid it.
For those that need a little refresher, working in business is all about getting things done. This includes things a business owner might do on a day by day basis, resembling hiring, creating a product, or actually providing a service.
Small business owners often wear many hats, so they will do all of this stuff and more. Working on a business means being strategic, visualizing the big picture, implementing systems, or scaling and growing a business. It’s an vital job for the long-term stability of operations.
Business owners often work crazy hours. Many will let you know it’s mandatory, but in addition they enjoy the work.
Gallop found that 39% of business owners worked greater than 60 hours per week. test of OnDeck found that “only 57% of small business owners take vacations.” Given these statistics, it’s easy to see why so many articles offer help for entrepreneurs to interrupt bad habits, free themselves from drudgery, and delegate more tasks to employees.
In short, work on the business. I’d argue that it is easy to inform business owners that they need to alter the way they do things, and some business owners are infatuated with the concept that they don’t need or should do certain sorts of work. After all, why would an owner work on creating a sales pitch? Or dealing with a customer emergency? Aren’t there “people” who can do that?
Probably, but is there a healthy balance between working in and out of the business? This balance will vary from business to business, but I imagine business owners and managers should intentionally return to the business from time to time. Working in a business can have huge advantages.
Consider a popular reality show Undercover Chief, which debuted in 2010 on CBS. It featured corporations like 7-Eleven, Waste Management and others, and the show had mixed reviews. Some said it was “too good to be true.” Others thought it was touching and real. One thing it showed, and I saw it firsthand, is the problems that come to the surface when you spend too much time in the “boardroom” and not in the business.
Here are three vital advantages of getting back to business.
1. Improved communication
Communication may be one of the most vital responsibilities of a leader. Businesses work best when owners communicate recurrently, clearly, and concisely. But it’s equally vital to take the time to listen. Think of conversations around the water cooler and more in-depth interactions. When business owners are not available and accessible, it’s easy to miss red flags. It’s easy to assume that work is getting done, products and services are being produced to fulfill needs, or that customers are completely happy.
Early in my business, I had a period when I used to be traveling a lot and I admit that I didn’t spend much time communicating with my staff. As a result, I didn’t realize that the worker was actually harassing other employees when I used to be away. It wasn’t until the incident with the contractor that I noticed. I fired the worker, but it taught me a great lesson about the value of being accessible and taking the time to attach and communicate. When you spend time in an operation, you get to see how people interact with each other. Ask questions and build relationships with people at all levels of the operation. People must hearken to leaders and be heard. Being present keeps communication flowing, builds trust, and helps avoid misunderstandings.
2. Greater visibility
It’s easy to get caught up in the business and spend hours in the office pondering and planning. I imagine that owners must get on the market and be visible—“walk the floor.” When you show up, you lead by example and show how vital their work is. Attend a meeting and just say “hi.” Put on your PPE and visit the shop floor. It’s amazing how safety becomes more vital when the owner is visible. This increased visibility is good for worker morale and engagement. And it’s good for business because it shows you’re holding people accountable.
Getting back into business also means more visibility with clients. For me, I’m taking the time to do video sessions and reconnect with clients. Sure, I have people whose job it is to do that work, but it gives me a probability to reconnect. In a time when so much of our interactions are virtual, it’s impressive when you make the effort to be face-to-face. What you learn is really helpful when you sit all the way down to work on your enterprise.
3. Practical learning
Business is continually changing, and what worked in the past isn’t necessarily what’s going to help a company grow. That’s why so many people have embraced the idea of lifelong learning. I’ll go a step further and say there’s no higher strategy to learn than to go back into the business, get your hands dirty, and actually do the work. Learn a latest program. Or build a product. Of course, that’s not at all times possible, but you’ll be able to work with your employees to know their challenges and the resources they need. When a business owner takes the time to learn latest things on the job, it encourages everyone to learn and grow. The result is a company that may compete with the best.
The bottom line is that it’s problematic for business owners to stray too far from the business. It’s dangerous to not spend enough time on strategy. The best approach is balance.