As a small-business owner, what happens when your Franklin Day Planner is no longer enough? Ironically, time management becomes just another "one of those things" that you'd love to implement but, unfortunately, you don't have the time for.
Today's small-business owner not only has to be the chief decisionmaker, but the company CPA, marketing specialist and human resource manager.Some may think that an MBA and a $25,000 student loan comes complete with the expertise to manage and control every aspect of today's demanding small business. Unfortunately, nobody seems to read the small print: "batteries not included." A small-business owner, just like everyone else, can only function on a 24-hour battery.
Part of the solution lies somewhere on a shelf in a huge library of software. If you can't handle it, don't have the time for it and better yet, aren't an expert in it, more than likely, you can find it in a 3.5" brain that can. Through software, the computer industry is perhaps creating some of the most intelligent and diverse business people in the world. And better yet, you don't need to take out a student loan to use it.
There is software available that takes a small-business manager step by step through complex decision-making. There is software packages that aid in planning, negotiating and brainstorming. There are even programs that provide training and tracking of an employee's development. And let's not forget the old standbys: accounting and financial data software, spreadsheets, word processors and graphics software for presentations and marketing layouts.
OK, so let software make your decisions, balance your checkbook, figure your taxes, create your advertising and track your employees. Now you have so much time on your hands, you can chuck your Franklin, work 40-hour weeks and leave early on Friday's for the golf course. Well, probably not.
Business school taught us all to concentrate on our core competencies. A small-business owner should realize that one of his/her greatest assets lies in that very word, "small." A small-business owner should have the opportunity to interact, influence and affect both their employees and customers. Thus, making these types of relationships, in comparison to large businesses, a small business competency. How many employees in large companies get to enjoy lunch or play a round of golf with their CEO? How many loyal customers of a large business get invited to a Jazz game or better yet, get to speak or even see the CEO on a daily basis?
For example, it's difficult not to notice that the business world is drastically changing. There's fax machines, modems, teleconferences, electronic mail and, one of my favorites, voice mail. Victims of this high-tech world can go for days without talking with or even seeing another human. More so, I'd like to believe this is the scenario in large businesses.
My advice to small businesses: Keep communications simple. Remember, you're a small business that still has time to give the office a Christmas party, send flowers to an ill employee, take a customer to dinner and, most of all, to employ a human receptionist that can answer the telephone with a friendly "good morning, it's nice to talk to you."
Competition is tough. Big businesses are swallowing the small with their fancy technology and high-priced automation. Let computer companies worry about providing small businesses with the technology they need, as well as putting time on their hands for the more important things. In the long run, employees and customers will realize that great things come in small packages; and better yet, by following this philosophy, a small business owner won't even require additional batteries.