In this excerpt I'll reveal why, despite writing a business plan, tragically, countless owners are trapped by their company and are missing the flexibility they desperately want. I'm also going to uncover how they are able to turn round their enterprise and their lives with a specific tool and an approach to business planning that makes the world of difference. You can grab the full story in a book that you can buy on Amazon at 12.99, or you can easily get hold of a free downloadable version at this link: The Strategic Imperative.
I'm Chris Gardener and I've studied and practised life as a business owner for more than 20 years. I've helped hundreds of business owners to improve results. I've been involved with businesses from the first days, through to large scale operation. My experience as Finance Director, Managing Director and Strategic Mentor means I've learned what works and what doesn't. I've found the frustrations that so many business directors experience. Unfortunately, I've watched a large number of founders have a lifestyle but not freedom to choose how to live.
The majority of individuals start companies hoping for freedom. They want more time with their loved ones. They hanker to have freedom to do what they want when they want it. But it is normal for many owners to create a busy business, but be wedded to it. No freedom. Not enough time with the ones they love. Not on top of things. They're "getting by" instead of enjoying life. And yet the business plan wasn't meant to have the business like this! The thrill and enthusiasm they had in the early days have been gradually squeezed like water wears down rocks. There's frustration, conflicting emotions and long, long hours at the business.
Why is this so common? There are many reasons. Usually it's normal that the leader feels compelled to do all that matters themselves. They think it's too time consuming to delegate. They think that the best customer service has to be delivered right by "me" . They act as if no-one else can do things to the standard they do, and that it's inevitable that it'll just be too time consuming to train others. The trouble is, thinking in this way can produce OK financial rewards. Accordingly, any level of change to the status quo jeopardises that comfort. And yet operating in this way is typically what maintains the business feeling like a treadmill, not moving forward and not a pleasurable place to be.
So what's the way out? The first step is to actually decide what you actually want to achieve. Not how - just decide "what". The biggest sign of working in a treadmill business is just focusing on nagging but minor priorities, and being controlled by any niggles that seem important at the time. Here's a recipe for being active without progress! You are letting everyone else decide what you work on today.
Rather than that, take a minute and conclude what you do want as a final result. The "how" comes later. Breaking free from the treadmill - a complete transformation - kicks off with the vision and map for the business. Not just any vision - one that makes it certain that the business owner enjoys what really matters to them in life. The founder needs to decide on a vision of what the operation stands for. This vision will make it clear what the company will look like, what will be happening. Decide the plan, act as the leadership and other people will then help you get there.
With a clear direction the next step is to build a specific plan. Importantly, this isn't your normal business plan, but an approach that makes decisions about the big questions. What does the business need to be set up so the owner is no longer on the treadmill, and is enjoying life on their terms and getting fulfilment out of spending time with the people who really matter.
There's little benefit including lower level details in the plan because, let's face it the future can't be controlled. But you are able to adapt to the alternatives if you have the map set and the big decisions explicitly laid out. Consequently,Hence there is every reason to set out those critical few decisions that will make the difference. Decisions around the kay players in the team, in what accommodation the business will operate and what selling activities are required. Once you know those decisions you can have a clear idea of the cost. With that information you can then work out the timings of those activities. And with the timings set out you can move forwards to the first milestone.
This is straightforward to say and to recognise this is a strong approach, but it's not straightforward to do. In this piece I've set out the common reason why many business owners are stuck in their treadmill business. I've also described the initial steps to how you too are able to achieve a transformation and escape from that treadmill. If you you know this is happening in your own treadmill business you can find the detail you need in a book that sets it all out clearly. You'll also find free training available to start you going. Many founders have already started this breakthrough, it just needs the realisation that there's more to living than working on a treadmill! A decision to only accept a better business and a happier life is all you need to make the start.
Keep growing!
Chris Gardener
I'm Chris Gardener and I've studied and practised life as a business owner for more than 20 years. I've helped hundreds of business owners to improve results. I've been involved with businesses from the first days, through to large scale operation. My experience as Finance Director, Managing Director and Strategic Mentor means I've learned what works and what doesn't. I've found the frustrations that so many business directors experience. Unfortunately, I've watched a large number of founders have a lifestyle but not freedom to choose how to live.
The majority of individuals start companies hoping for freedom. They want more time with their loved ones. They hanker to have freedom to do what they want when they want it. But it is normal for many owners to create a busy business, but be wedded to it. No freedom. Not enough time with the ones they love. Not on top of things. They're "getting by" instead of enjoying life. And yet the business plan wasn't meant to have the business like this! The thrill and enthusiasm they had in the early days have been gradually squeezed like water wears down rocks. There's frustration, conflicting emotions and long, long hours at the business.
Why is this so common? There are many reasons. Usually it's normal that the leader feels compelled to do all that matters themselves. They think it's too time consuming to delegate. They think that the best customer service has to be delivered right by "me" . They act as if no-one else can do things to the standard they do, and that it's inevitable that it'll just be too time consuming to train others. The trouble is, thinking in this way can produce OK financial rewards. Accordingly, any level of change to the status quo jeopardises that comfort. And yet operating in this way is typically what maintains the business feeling like a treadmill, not moving forward and not a pleasurable place to be.
So what's the way out? The first step is to actually decide what you actually want to achieve. Not how - just decide "what". The biggest sign of working in a treadmill business is just focusing on nagging but minor priorities, and being controlled by any niggles that seem important at the time. Here's a recipe for being active without progress! You are letting everyone else decide what you work on today.
Rather than that, take a minute and conclude what you do want as a final result. The "how" comes later. Breaking free from the treadmill - a complete transformation - kicks off with the vision and map for the business. Not just any vision - one that makes it certain that the business owner enjoys what really matters to them in life. The founder needs to decide on a vision of what the operation stands for. This vision will make it clear what the company will look like, what will be happening. Decide the plan, act as the leadership and other people will then help you get there.
With a clear direction the next step is to build a specific plan. Importantly, this isn't your normal business plan, but an approach that makes decisions about the big questions. What does the business need to be set up so the owner is no longer on the treadmill, and is enjoying life on their terms and getting fulfilment out of spending time with the people who really matter.
There's little benefit including lower level details in the plan because, let's face it the future can't be controlled. But you are able to adapt to the alternatives if you have the map set and the big decisions explicitly laid out. Consequently,Hence there is every reason to set out those critical few decisions that will make the difference. Decisions around the kay players in the team, in what accommodation the business will operate and what selling activities are required. Once you know those decisions you can have a clear idea of the cost. With that information you can then work out the timings of those activities. And with the timings set out you can move forwards to the first milestone.
This is straightforward to say and to recognise this is a strong approach, but it's not straightforward to do. In this piece I've set out the common reason why many business owners are stuck in their treadmill business. I've also described the initial steps to how you too are able to achieve a transformation and escape from that treadmill. If you you know this is happening in your own treadmill business you can find the detail you need in a book that sets it all out clearly. You'll also find free training available to start you going. Many founders have already started this breakthrough, it just needs the realisation that there's more to living than working on a treadmill! A decision to only accept a better business and a happier life is all you need to make the start.
Keep growing!
Chris Gardener
About the Author:
For further detail, you can spend money on the book, or you are welcome to get hold of it with our compliments from our website. You can also get other help, free training, case studies, examples, tools and much more to help. Get access to the download and make the commitment to get yourself off that treadmill! Go to the Strategic Mentors site and follow the links to the book and the free training.
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