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Happy Business Owners

Why business owners deserve to be happy too.

We all know that a happy worker is a good worker, but what about the business owner? 

The case here is not dissimilar. 

So many business owners l come across are stuck in a rut doing the work they feel obliged to do, rather than the work they want to be doing. Yet, I so often witness an over-tendency to cling to unsatisfying and low-level repetitive tasks. 

But at what cost? The typical outcome is always high stress, frustration, a constant lack of time, and a poor work-life balance. 

It’s a far cry from the vision they had when they first went into business. 

There is some merit in revisiting that initial vision for their business. As we seek clarity around that central idea, it tends to offer insights to assist in breaking free from the work rut. 

The solution here begins with a clear sense of purpose

Ask yourself – are you in business to exist or excel? 

This should refresh the trigger on why you started. Your purpose is the real reason your business exists, and what drives you and your team.

Your purpose must always profess to be greater than earning an income. That fact alone is never enough to keep you inspired, or the people you manage. When work remains meaningful, you don’t need to push, everyone will be pulled into action.

This need for clarity extends in defining (or redefining) your role.

As businesses grow, it’s common for owners to be thrust into roles that are unclear and unrealistic. Too many structures unfold without a clear plan and understanding of your key priorities. 

This in turn always creates a higher dependency on you and your key personnel, heightening stress and impacting productivity. 

As a leader, your key priorities should be focussed on driving growth, nurturing relationships, and building a formidable team. 

I believe that 85% of the success of any business lies in the capability and commitment of its team.

Having the right team in place is integral to releasing you from the daily grind and maintaining the highest customer service. Yes, this takes time and effort, but the return on investment is huge. 

To quote one of the most respected authorities on management, Jim Collins;

“Get the right people on the bus and get the right people in the right seats on the bus.”

One of the most effective ways to boost your capacity is through the application of systems.

These are central to releasing the owner and leveraging the potential of the business and its people. Solid systems should encompass the accumulated learning about a process by providing the model of best practice, rather than attempting to reinvent the wheel with each new project.

As a benchmark for your operations, you should ensure when a team member leaves or moves into a new role, the sum of that learning and experience gets passed onto the next person.

Whilst these standardised tasks (systems) remain the foundation for continuous improvement and growth, they are never set in stone – they are required to evolve as new needs arise. 

A final note from management guru, Peter Drucker;

“There seems to be little correlation between intelligence and effectiveness.”

My take away from that? 

It’s not always about brains in business, it’s about rediscovering your clarity. Through that fresh lens, therein lies the possibility and reality for business owners to be successful – and happy.