Business Owners Toolbox Blog Discussions and articles to help the small business owner solve the challenges they face as they grow their business.

August 20, 2009

Women vs. Men Business Owners

Filed under: Growth Management — Tags: , , , — Mike Van Horn @ 12:39 am

Q: How are women business owners and execs different from their male counterparts? What do they do right? What mistakes do they make? Lee B.

A: Two observations from my many years of working with men and women small business owners:

1. The similarities are much greater than the differences. Some of the claimed differences I hear about aren’t true in my experience.

2. But here’s one difference: In general, women owners are more intent on preserving their balance between work and the rest of life. A while back, I surveyed a number of our Business Group members during meetings. I asked, “How many hours a week do you work?” The men complained/bragged about the number of hours they put in: 50, 65, 80, more! One guy said, “I have to wear a nametag so my kids will recognize me.”

Then it was the women’s turn: “I work 35 hours, then I go ride my horse.” “I’ve set it up so I never work Fridays.” “I want to be an absentee owner. If my GM can’t handle things, he’s fired.” “I want to spend as much time running my non-profit as I do my business.”

The women ran equally large and profitable companies — ranging from 5 to 50 employees. And they weren’t brilliant managers. It’s just that they insisted on maintaining their work/life boundary and ran their business to maintain it. The men looked at working long hours as a badge of honor.

I must say, this exercise had a huge impact on the men. They started changing their attitudes about this. And it has paid off: the guy who made the “nametag” comment is now finishing a four-month sabbatical from his business, during which his Operations Manager handled things just fine.

Lessons:

1. The difference in hours worked was entirely due to the attitudes and beliefs one held.

2. People could change when confronted with the possibility of doing things differently.

******

Want to reduce the hours you work without hurting your business performance? I get into this more in two of my e-books:

— Recapture Your Time

— The Inner Game of Growth

August 4, 2009

How Much Time for Admin?

Filed under: Entrepreneurship,Growth Management — Tags: , , , , — Mike Van Horn @ 5:46 pm

Q: From Matthew on LinkedIn. “How much time does a “single shingle” professional spend on admin?”

A: One person suggested 30% of time for admin. If this is on target, this is why solopreneurs never get to take a vacation.

Suppose as a professional, your time is worth $100 per hour, and that you can find work at this rate if you have time to market. Suppose you work a 50-hour week, so 30% of your time is 15 hours per week. Suppose you can hire a really good admin assistant for $20/hr, or $300 for a 15-hr week. (You’ll hire somebody AT LEAST as fast as you are.)

So if your admin person freed up 15 hours of your time each week, and you used that time to get even 3 more hours of paid work, you’d break even. But surely you’d be able to generate more than 3 extra hours, so you’d definitely be ahead financially.

You’d also be focusing on activities where you brought more value to your business, and that were more exciting for you. And you might even be able to take more time off.

With more time and energy for marketing, you might get more selective with your client selection, and thus be able to raise your prices. You may have time to brainstorm and create a new way of structuring your business that sets you apart, so you could charge even more. More money, less effort. I like it!

So stop thinking “single shingle” and get the help you need.

Do I Have to Work All the Time?

“For the Self-Employed, It’s an Endless Workweek. Recession Takes Away Vacations, Weekends as the Consequences of Missing a Business Opportunity Mount”
Sarah Needleman, WSJ Small Business. 8.4.9

In this article, solopreneurs tell us why they can never take any time off. Here’s my response.

I think the folks described in this article have fallen into a bad “24/7” habit. It’s unnecessary, and damaging to their business prospects.

Back in boom times, people said, “There’s so much work, I’ve got to be available 24/7 to handle it all!” Now they’re saying, “There’s not much work, so I’ve got to be available 24/7 so I don’t lose out.” I see many people like this who wear it as a badge of honor that they are on call all the time.

A solopreneur who gets stuck in this vicious circle virtually guarantees he or she will remain a tiny operation. Why? If you work all the time, when do you do the strategic thinking and planning? Develop strategic alliances and new ways of doing business? Train or groom skilled associates who can take part of your load? When do you recharge your batteries, and leave time for creative insights?

That’s the job description of a successful entrepreneur who is intent on growing the business, putting more money in their pocket, and not having to work so dang hard. The 24/7 worker bee never gets to this place.

I use this parable with my small business owner clients:

The Zen master says,
“Every day I meditate an hour,
no matter how busy I am.
Except on those days when the crush of work is overwhelming.
Then I meditate two hours.”

The “hour” is figurative: you set aside the time you need—even during the toughest of times.

Some simple rules:

— Don’t stay a solopreneur. Have a collaborator so you can energize and back up each other. Can be a colleague, a “partner,” or an employee.

— Tell your clients when you are available and when you are not. Mostly, they just want to know ahead of time. I do not believe your clients disrespect you for taking time off.

— Think you always have to be available to Client A even if you have something personal scheduled? Try this simple test: Suppose you have a meeting Tuesday with Client B. Then Client A calls and says, “I want to get together with you Tuesday.” Do you break your Client B meeting? No, of course not. You tell A, “I’m booked for Tuesday; what about Wednesday?” Treat your own appointments with equal weight.

— Feel you absolutely must stay in touch during vacation? Then do so, but limit it. My wife and I  (both consultants) take weeks in Hawaii. We tell our clients when we’ll be gone, and say we’re available only for brief urgent contact. Our insight: we’d rather spend an hour during the morning fielding emails via laptop while sitting by the beach than not go at all. And there’s a subtle joy from billing for $175 while sitting under a palm tree in your swimsuit!

*      *      *

If you’ve read this far, and you’re shaking your head and thinking, “No, no, this doesn’t pertain to me. I really do have to work all the time,” then respond and tell me why. If I can’t give you a way out of your vicious circle, I’ll send you a free copy of my “Recapture Your Time” book. But of course you wouldn’t have time to read it . . .

View Article

August 3, 2009

Should I Bring In a Partner?

Filed under: Entrepreneurship — Tags: , , , , — Mike Van Horn @ 7:06 pm

Q. What are the four or five most important things I need to consider in deciding if a partnership makes sense for me and my business? I need to build my client base and am thinking about entering a partnership with someone in my field. He has his own, albeit smaller, client roster but is not paying his way in.
Miriam  (from Linked In)

A. First, don’t do a partnership, period. If anything, form an LLC or LLP. A previous post already explained the importance of limited liability.

So let’s assume you’re using “partnership” in a figurative sense, i.e., someone you work closely in collaboration with.

I’ve advised many prospective “partners” on what it takes to succeed, and after this, 3/4 decide to do something else. Usually, the person who would have put the most in comes and thanks me profusely for talking her out of it.

All “partners” must make equal contributions and equal efforts. The contributions don’t have to be money, but “skin in the game” is essential. Bringing in someone who contributes less and doesn’t “pay his way in” is guaranteed to create problems. He has not earned ownership in your hard-won endeavor. You will resent his wanting a say in your business, and he will resent that you resist this.

Why not hire him as an employee? I know: you can’t afford to. Uh-uh. Giving someone an equity stake in your going concern in order to avoid paying him wages will turn out to be the most expensive hire you ever make!

There are only a few good reasons to bring someone in as a “partner.” These include:
— Synergy. The two of you click big time so you produce a lot more than either of you could separately. And you work really well together.
— Complementarity. Each of you provides a critical element or skill that the other cannot provide. E.g., marketer and producer, visionary and money-head.
But if one can hire the other, do that instead. That is, even if I’m terrible at marketing, why don’t I just hire a marketing whiz?
— You need a substantial investor and you’re willing to give up some control.

Even with this, there are big issues about goals, style, working culture, etc., that need to be explored.

Even if the stars seem aligned, I recommend you start with a joint project with each of you retaining your separate business entry. Test out all these issues in a time-limited working relationship and see how things go.

mvh

July 28, 2009

Solopreneurs and Marketing Budgets

Q: I’m curious if anyone has a rule of thumb on what should be spent annually by solopreneurs on marketing. Would anyone care to share their own marketing expenses? Or percent of revenue?
Maria

A: Maria
I’ll bet that not 1 out of 20 of us knows how much we spend on marketing. Three reasons:

1. Our biggest marketing cost is the value of our own time we spend on marketing, and we don’t track that, let alone assign an hourly value, or check the results for the hours we spend.

2. We don’t collect all our marketing expenses under one account called “Marketing.” Instead, we have line items for Professional Services (web design, podcasts, etc.), Advertising (display ads, google ad words), Memberships, Business Meetings, Travel, etc.

3. We don’t create marketing budgets, then track how much money and time we spend, compare budget to actual, and compare effectiveness of different marketing activities (“bang for your buck”).

“A yacht is a hole in the water you throw money into,” we’ve heard people say. I think this is the way most entrepreneurs treat marketing. “If I’ve got some money, spend it on marketing. A free evening? Go to another networking meeting.”

So I’ll be very interested to see if anyone can give a meaningful answer to your question. I hope you can prove me wrong!

July 27, 2009

Small Business and the health care bill, part II

Filed under: Political rants for entrepreneurs — Mike Van Horn @ 6:16 pm

We small business owners will bear the brunt of the rhinocerus of a health care bill wending its way through Congress, should it pass.

The authors of this measure suffer from the overreach of hubris. Small business owners are a strong ego lot, but our innate tendency to hubris quickly gets beaten down by the real world. To survive, we must learn to take small steps and test them carefully against real world constraints. Most politicians, like rock stars and other people catapulted into celebrity, seem to believe they–and their efforts–are free of such constraints.

But I think reality is setting in on the health care “sausage making” as I see the growing tide of tough questions coming from all directions, including from moderate Democrats. The American people are often liberal when it comes to wanting things from the government but turn conservative when they see the pocketbook impact — and the constraint of their choices and freedoms.

This new Democratic administration behaves like a starving person let loose in a banquet: they’re taking everything to excess. Desperately needed programs start with a core of good ideas, but then everybody’s ideas get welded to the mix. Economic stimulus, energy policy, now health care. All smothered by progressive pile on. It’s too bad; needed changes may again be delayed if these programs all collapse. But in their emerging forms, they should collapse.

Perhaps Obama will emerge a better president from this, with a touch more of the humility of a small business owner.

– This post was inspired by The Arrogance of Health Care Reform

July 22, 2009

Pay Sales Commissions for What?

Filed under: Marketing — Tags: , , , , — Mike Van Horn @ 6:23 pm

Question: I am close to hiring a marketing rep—part base and part commission–and have questions about the commission structure. For new business she brings in, she would get 5% of the gross revenue for 24 months. No commissions on referrals from existing clients or already-established referral sources. But she would get commissions on referrals from new lead sources, even if we introduce her to them.
Any comments or questions on this?
Kim, owner, professional services firm

Answer:
Kim, here are some questions you should resolve up front:

What does it mean, “new business she brings in”? Does she have to close the deal? What if she turns over to you a strong, interested, qualified candidate, but then you (or someone else) actually closes the deal?

Here are some other “What ifs?” you should think through before coming to a final agreement with her:

Will she get a commission if she . . .
— sells added services to an existing client?
— resurrects a former client?
I would say yes.

What will you say if . . .

•• She asks for 5% on ALL sales (except for specified excluded names)? This often comes up. She will say, “After awhile, we don’t really know where the lead came from. It could have been mine.”
I would counter by saying that this goes both ways: she will benefit by selling work aided by others–such as you. You will specify in the beginning where a prospective client comes from, as soon as a prospect enters the pipeline.

•• A client she brings in then refers you to another, who just calls the office and says, “Sign me up!”
I would say she gets the commission. When you ask for the “source,” they’ll refer you to a client she brought you. But, how long is this chain? Does it extend to the referral of a referral of a referral? Yes, if she’s involved in the contact and sale.

•• A referral source she brings in (a CPA, wealth manager, banker, etc.) sends you a steady stream of prospects, without further input from your rep.
I would say yes, but condition it upon her staying in contact with these ref sources in a defined way.

•• She makes a presentation to an organization, then some time later you get a client through that connection that doesn’t remember how they learned about you.
You need to get sources for every prospect: “How’d you learn of us? Did you meet/work through so-and-so?

•• She works awhile, then departs. Does she still get the bonus on business she has brought in for the rest of the 24 months?
Spell out in your agreement if she must continue employment with you to continue earning extended commission.

In your agreement with her, spell out when will you pay these commissions, e.g.,
— as fees are paid, not when billed, so that you don’t pay commission on accounts in arrears.
— with the next paycheck after the receipt of the client’s payment

Let me know if any other issues come up.

Small Business, Taxes, and Healthcare*

Filed under: Political rants for entrepreneurs — Tags: , , , , — Mike Van Horn @ 5:02 pm

Our political leaders—from President Obama and Speaker Pelosi on down through Congressman Waxman to all the state governments—say wonderful things about small business:
— Small business is the engine of job creation
— It’s the embodiment of our entrepreneurial spirit
— It’s a major source of innovation
— It’s the way up for immigrants
— It’s the new chance for people laid off by declining industries
— It’s the way to keep work at home that would otherwise go to India or China
— It provides the local products and services we all cherish over the big-box mega-chains
— It provides flexible, part-time, low-skilled, and entry-level jobs for people who often have trouble finding a niche in the workforce.
— It perpetuates a class of responsible, involved, financially aware citizens who pass these values along to the next generation.

But contrast what our leaders say with what they do. Governments at all levels view small business (I’m talking about owner-run businesses) as the piggybank from which to shake a few coins every time more revenue is needed. We are the designated “tax paying class.”

It’s not just Waxman’s income tax surcharge, nor this penalty on those who don’t offer healthcare insurance. But overall, the cost of taxes and fees, mandates, and compliance is ten times higher as a proportion of revenue for small businesses than for large corporations. Not only the dollar amounts, but also the time that the owner or a key employee must devote to these requirements.

And we face a continuing barrage of increases in these from local, state, and federal levels.

So the message from our leaders is: “You are really important to economic dynamism, but even so, we’re erecting numerous hurdles to your success.”

At my four-person company, if our tax/compliance costs were lower, there’s no doubt that I would add a couple of employees that we cannot now afford. There are millions of companies my size in the U.S. Suppose a million of these would add a single employee if their government burden were lightened. Would a million new jobs created have a positive impact on the economy? All these new employees would then be paying taxes and spending more on goods and services. My company—and all the others—would grow, get more profitable, pay more taxes—and provide more products and services valued by our communities. What’s the chance that the economic boost this created would actually generate more tax revenue than trying to squeeze more from already-hurting small companies?

For some reason I cannot grasp, this dynamic is impenetrable to our government leaders.

A few comments on small business healthcare:

• Note that the small business penalty described in this bill does not go toward the healthcare costs of our employees. It just goes to the government; it does not benefit the employees at all.

• Most small businesses want to provide healthcare coverage for their employees. It gives them a competitive advantage in attracting better people. Owners also care for their employees—sometimes almost like family.  Owners hate to cut these employee benefits. They agonize over it. But sometimes it’s the only option to big layoffs or closing the doors.

• Companies with a handful of employees don’t have the ability to offer a menu of healthcare options, as do large corporations. This means our 25- and 55-year-old employees must be crammed into the same program, even though they have very different desires and needs. So nobody is happy.

• If companies were removed from the role of health insurance middleman, and more varied and competitive healthcare plans were available on the market, then people could choose exactly what they wanted, from high-deductible catastrophic to gold plated coverage. The tax benefit would be transferred from the employer (to pass on via non-taxed  insurance premium payments) to the individual, who would retain the same benefit, but based on personal choice. And they would have complete portability!

As I look at top government leaders, I seek in vain for any who have ever run a small company, who’ve had to short their own pay to make payroll. In the abstract, they want us to succeed, but they have no gut feel for how to boost small business to catalyze economic dynamism.

I welcome your comments.

* Written in response to “What U.S. Small Businesses Need in Healthcare” by Anita Campbell

July 3, 2009

How much would you pay for the book I’m writing on direct mail marketing?

Filed under: For Coaches & Consultants — Tags: , , , , , — Mike Van Horn @ 1:34 pm

Adapted from my answer to a LinkedIn question.

Jim

Why are you writing the book? Do you expect to get rich from the proceeds? Or do you see the book as route to attract people to do other work with you? If the latter, then your aim is to get the book into the most hands, and you price it as low as you possibly can. Perhaps even give it away.

Perhaps you respond that if you don’t charge enough, people won’t value the information. This is the rationale for $69 books. I don’t know: I think those days are gone. Except perhaps in the corporate market (a la AMACOM books put out by American Management Assn.), where purchasers are spending the company’s money.

But if you’re aiming at the consultant or sole professional market, I recommend you go with cheap or free book plus an in-depth and more pricey program for those who get turned on by it.

mvh
Author: How to Grow Your Business without Driving Yourself Crazy

June 30, 2009

Has Your Company Stopped Being Creative?

Filed under: Growth Management,Not yet categorized — Tags: , , , — Mike Van Horn @ 3:08 pm

This post was catalyzed by “At what size do companies stop being creative?” on www.joyofhumancapital.com

I see small companies launch in a burst of creativity, then slowly lose their creative edge over time. How about you? Tell me about you and your company’s creativity.

My clients are small business owners – from a handful to a hundred employees. Run by the owner, who is often the founder as well. As I look around at the people I’ve worked with (including myself) here’s what I see.

First, two observations:

1. Creativity comes in many flavors. Not just the “creative industry” like ad agencies. Also creative business concepts, product dev, designs; creative marketing campaigns, merchandizing, or product selection; creative distribution or service packaging or customer service; creative team building or organization structure; creative pricing or financing.

2. Creativity comes in all sizes, and so does failure of creativity.

CREATIVITY KILLERS FOR SMALL BUSINESS OWNERS

• Lack of support. Nobody is pushing her/him to take the creative leap, or problem solving how to overcome the hurdles . . . No-one following behind, handling the details, executing the vision.

• They get dragged out of creativity by the demands of running the business day to day. This has a lot to do with their own management style. “ I can’t find good people that I can trust.” “I got into this business to do what I love; now I spend all my time as a damn manager.”

• Lack of help. Owner continually pulled back down into lower-level tasks, can’t focus on creativity, vision, strategy.

• Lack of systems, relying on seat-of-pants management. Thus their franticness quotient increases exponentially with growth.

• Ill-fitting systems. E.g., accounting systems that don’t give needed performance information to the owner.

• Constraining systems. Too much “by the book” or “bean counter mentality.” Of course the owner has put these into place, but then starts believing in them.

• Failure of vision. Creative owner gets beaten down, burned out . . .  Has one good idea, and sticks with it long after the window of opportunity has slammed shut . . .  Fear of taking the needed next step. “Tried that, got beaten down, it didn’t work, now I’m gun shy.”

• Gets out of touch. Drifts into an eddy out of the current of new ideas and technologies. This can be related to age, but there are many creative codgers out there.

• Gets too comfortable. The balance between work and life tips toward Maui.

• Physical/mental impairment. Alas, this eventually catches up with us. If you’re smart, you’ll go out at the top, handing the creative reins over to the young whippersnapper you’ve groomed.

Can you add to this list? And how did you overcome this hurdle?

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