I posted the following to my personal Facebook page earlier today:
“Being a biz owner and making tough decisions is sometimes hard but necessary. I didn’t want to adult today but that’s the way it goes, right?” This statement was so true! I had dreaded, agonized and put off making some decisions for a while, knowing in my heart what needed to be done. I finally put on my big girl panties and acted on the decision I’d made but just not done anything about. And boy, am I glad that I did!
I don’t know what the exact tipping point was, but it finally clicked that I was NOT being the CEO of my business – I wasn’t getting good ROI (Return On Investment) on something and I had to cut the cord and change direction. This is difficult when a situation like this involves another human being and I don’t like hurting others’ feelings. So though I knew it would be better to have this person work in her zone of genius where she’d be more likely to get better results instead of where we had been having her focus, I second guessed myself. Finally, I recognized a few things:
- I am the boss and I need to be the one to make the tough decisions or either a) nothing will change and/or b) everyone involved will be miserable and again, nothing would change.
- While I care about the people I work with, my focus also has to be on the bottom line. Because if I’m continually losing money on something that isn’t working and nothing is changing to reverse that flow, if I let that continue, we’d all be out of a job. That’s no way to care for myself, my family and my team.
- I needed to be better about clarifying the expected results and timeframes and having more regular check ins with team members to course correct when I see early signs of problems.
- Growth and maturity are demonstrated by doing things I may not want to do but need to do for the betterment of my company, my family and my team.
- Though we thought we knew what her zone of genius was, we discovered that she was much better at and suited for another type of work altogether. Having her work in an area that didn’t fulfill her or provide the results we needed was a double recipe for disaster.
After a conversation that went much better than I’d imagined (why is it that we build these things up in our heads to be so much worse than they are in reality?!?!?) she and I have shifted plans and both are excited and re-energized about the possibilities now. I’ve learned a LOT from this experience and know that I’ve grown and can be a better CEO for all of my companies now because of this tough day of ‘adulting’.
Is there an area of your business in which you’re not acting like the CEO? I hope this personal story encourages you to course correct if needed!