You’ve probably heard the saying, “Work on your business, not in your business.” It’s solid advice and for some it is right on target. But let’s take a closer look at what it really means. Michael Gerber’s book, E-Myth Revisited, dives deep into the pitfalls business owners face when they get stuck in the daily […]
You’ve probably heard the saying, “Work on your business, not in your business.” It’s solid advice and for some it is right on target. But let’s take a closer look at what it really means. Michael Gerber’s book, E-Myth Revisited, dives deep into the pitfalls business owners face when they get stuck in the daily grind and how to avoid these traps.
To refresh your memory, working in the business means handling daily tasks. This includes everything a business owner might do on a day-to-day basis: hiring, making a product, or delivering a service. Small business owners wear many hats, so it’s common for them to juggle all these responsibilities and take on more and more each day. On the other hand, working on the business is about being strategic, envisioning the big picture, implementing systems, and figuring out how to scale and grow. This is vital for the long-term success of your business.
It’s no secret that business owners often work crazy hours. Many feel it’s necessary and even enjoyable. According to Gallup, 39% of business owners put in more than 60 hours a week. Another study by OnDeck showed that only 57% of small business owners take vacations. With stats like these, it’s easy to understand why so many articles are out there to help entrepreneurs break bad habits and delegate more to their team. The common refrain is, “Work on the business.”
While it’s easy to suggest that business owners should change how they operate, some become so enamored with the idea that they shouldn’t get their hands dirty with certain tasks. After all, why should an owner create a sales proposal or handle a customer emergency? Isn’t that what their team is for? How about sitting in on a plant safety meeting? Does an owner really need to go on a sales call to a potential small new client?
Maybe, maybe not. Is there a healthy balance between working in the business and on the business? I believe that balance varies depending on the operation, and business owners should intentionally dive back into the business now and then. Working in the business can be incredibly beneficial.
Remember the reality show Undercover Boss? It premiered in 2010 and featured companies like 7-Eleven and Waste Management. The show had mixed reviews, with some viewers finding it too good to be true and others appreciating its heartwarming, genuine moments. One takeaway from the show—and something I’ve seen firsthand—is the disconnect that can happen when you spend too much time in the “boardroom” and not enough time in the business. Here are three key benefits of stepping back into the business:
Communication is one of the most crucial responsibilities of a leader. Businesses thrive when owners communicate regularly, clearly, and concisely. But it’s equally important to listen. Picture watercooler chats and in-depth discussions. When business owners aren’t available, it’s easy to miss warning signs. It’s easy to assume that everything is running smoothly or that customers are happy.
In my early business years, I traveled a lot and didn’t communicate as much with my staff. During that time, an employee bullied others, and I didn’t know about it until an incident with a contractor brought it to my attention. I had to fire that employee, which taught me a valuable lesson about being accessible and connecting with my team. When you’re involved in the day-to-day, you see how people interact, ask questions, and build relationships at all levels. Being present keeps communication flowing, builds trust, and prevents misunderstandings. Not to mention, it just makes you feel good when you know and have your finger in the pulse of the business.
It’s easy to get caught up in working on the business and spend countless hours in your office planning and strategizing. I believe owners need to get out there and be visible—“walk the floor.” By showing up, you set an example and emphasize the importance of the work. Attend meetings, say hello, and visit the plant floor in your PPE. You’ll be amazed at how safety becomes a priority when the owner is present. This increased visibility boosts employee morale and engagement, which is great for business because it holds everyone accountable.
Stepping back into the business also enhances your visibility with customers. I make it a point to join video shoots and reconnect with clients. Even though I have people tasked with that job, my presence makes a huge impression, especially in an era of virtual interactions. What you learn during these face-to-face interactions is invaluable when you return to strategize.
Business is always evolving, and what worked in the past may not work in the future. That’s why many people embrace lifelong learning. I’d go a step further and say there’s no better way to learn than by diving back into the business and getting your hands dirty. Learn a new software program, or build a product. While it’s not always feasible, working alongside your employees helps you understand their challenges and what resources they need. When a business owner takes the time to learn hands-on, it encourages everyone to learn and grow. The result is a business that can compete with the best. And don’t forget to take advantage of learning opportunities outside your company. They can offer a fresh perspective and the bigger picture of what is happening in your industry.
Bottom line: For business owners, getting too far from the business is problematic, and not spending enough time on strategy is dangerous. Striking the right balance is the best approach.
Original version of this story was published in Entrepreneur.