Building your coaching business is a lot like building an actual house.
You have a wish list of the things you want in your house.
You draw up plans.
Set a budget.
And get to work.
But are you the architect?
Or the construction worker?
Or maybe you’re both?
If you answered anything but “architect’, you’re doing it all wrong.
Because you’re working in your business instead of on your business.
And you know what? You’re not alone.
About 90% of business owners spend most of their time working in their businesses instead of on them.
Coaches are no different.
Do you know what the effect of being the construction worker is?
Your revenue flat lines.
You spend so much time hammering nails and painting walls, you lose sight of the big plan.
The vision of what your coaching house will look like.
Know the difference between working “in” or “on” your business -Taki Moore [Tweet This]
Working On vs. Working In: What’s the Difference?
Can you sort and sift the types of tasks you do every day?
Do you even know when you’re working on your business or in it?
If you don’t, don’t feel bad.
Plenty of us are unsure of what role we play.
And you can change all that.
Here’s a nutshell view of the differences:
- Working In: Coaches who work in their businesses spend their days doing tasks employees would typically do – marketing and sales, customer service, accounting. Working in the business is task-oriented.
- Working On: It’s drawing up plans for the future, networking, doing market research, designing sales strategies and creating marketing materials – things that drive growth and revenue. Working on your business is strategic.
Of course, most business owners do a little bit of both, especially in the beginning.
But once you’ve got your business up and running, it’s time to sketch out a plan to leave the task work to employees so you can focus on strategy.
Drawing Up Your Plan
Here’s the hardest thing you’ll ever do: get used to the idea that other people are going to take over the day-to-day work.
And you have to recognize that they probably won’t do things the way you do.
They might not even do things as well.
After all, this isn’t their house and they don’t know as much about its nuts and bolts as you do.
But you have to let them do it if you’re going to grow.
Once you’ve gotten used to the idea of letting go of some things, you can start to make your plan.
- Hiring: Learn to hire the right people. If you don’t know anything about hiring, consider letting a headhunter, employment agency or contractor do it for you.
- Training: You have to figure out how you’re going to train people to do things the way you want them done. Otherwise, you’ll end up stepping in over and over again – either to take over or to give negative feedback. Neither is good for your business.
- Systems and Tools: Employees need procedures. They need tools. Make sure you have systems in place with clear instructions and the tools they’ll need.
- Compensation: What kind of employee do you want? Someone with tons of experience? Or are you willing to train? Set your compensation budget. Stick to it.
YOUR Most Important Skill: Delegation
It’s not easy for hands-on business owners to delegate tasks. It’s easy to get sucked into micromanaging and worrying every detail. But that defeats the purpose of becoming the architect of your business.
There are two important words to remember when you’re delegating: responsibility and authority. The two go hand-in-hand.
- Responsibility: When you delegate a task to an employee, you give them a responsibility. But no employee will be able to live up to their responsibilities if they’re not empowered to do the work.
- Authority: You have to delegate authority. You have to give your employees leeway to make decisions and act on their own authority or you’ll be micromanaging every detail of their work. And that won’t work.
If you don’t learn to delegate both responsibility and authority, you’ll be back working in the business instead of on it.
Only now you’ll be paying a staff that can’t do the work they’re hired for.
Stop hammering nails.
Become the architect –work on your business instead of in it.
Hire great people, train them well, give them the tools and systems they need to be successful and learn to delegate.
Then just get out of their way and watch your dream coaching “house” become reality.