When Independence isn’t Freedom

I owe the idea for this column to my friend Tom Morton, whose Harrowgate blog  lends a considerable dose of dry Brit humor and keen business perspective to the issues of small business ownership. Give him a read. Sometimes the topical references are lost on me, but it’s great to know what we look like to our cousins across the pond (as Tom would say).

We just celebrated Independence Day. July 4, 1776 is the traditional date for the signing of the Declaration of Independence, although it took some months to collect the scribbles of each of the members of the Continental Congress, and another eight years before we were recognized by the Kingdom of Great Britain.

We don’t celebrate March 4th, 1789, and the vast majority of Americans (Dare I say virtually all?) couldn’t tell you on a bet what happened on that date. That’s the date when the Constitution of the United States of America became effective after ratification, and we actually became a nation.

Ratification was an interesting process in itself. The Founding Fathers were smart enough to know that unanimity would be impossible. It put too much power into the hands of the last few holdouts, who could and would demand special concessions. So they put into the Constitution a provision that once it was approved by 75% of the states, it was binding on all of them.

How do you bind a sovereign entity that hasn’t agreed to be bound? Good question. I’m glad we got past that one, somehow. It was an interesting exercise in peer pressure.

This bit of governance sleight-of-hand reflected the issue that faced the states after winning their independence from England. Highly sensitive to the power of a central government, the thirteen states had begun under Articles of Confederation that left each of them free to make their own independent decisions, without any authority over them to force coordination or cooperation.

Any business owner can imagine an organization of thirteen partners who can opt in or out of every day-to-day decision. You wouldn’t have a company, and America didn’t have a country. It had a huge war debt, and thirteen partners who refused to assume the liability for it. It had no army, no treasury to speak of, and no cohesive voice in external affairs.

Our little experiment in citizen government had rapidly deteriorated into an insolvent laughingstock. We were independent, but our own skepticism about rules had deprived us of the freedom to function as an entity. Fortunately, we had some brilliant men, especially John Adams, Thomas Jefferson and Alexander Hamilton who could not only conceive a workable solution, but could put together sufficient support to make it work.

Like any de novo structure, the Constitution was flawed. As soon as it became effective Congress went to work on the Bill of Rights. The first two articles were defeated. One set the minimum number of people to be represented by one congressman at 50,000. (Thank goodness – we could have 6,300 Congressmen today!) The second, delaying pay increases voted by legislators for themselves until the next session, was finally passed as the 27th Amendment in 1992. (What does 200 years matter for a good idea?)

The basic structure of the Constitution has held up for over two centuries. Whether you agree with the current residents of each branch or not, the separation of powers between the Executive, Legislative and Judiciary functions of the Federal Government remains vital and relevent to this day.

Alexander Hamilton, the first Secretary of the Treasury, pulled off a neat bit of Quantitative Easing himself. He consolidated all the states’ debts for the war into the Federal Treasury. Like QE and Constitutional ratification, it was another bit of sleight-of-hand. The Federal Government still had no resources, but the states were suddenly free of war debt and credit-worthy again.

There is no doubt that our Founding Fathers, especially Jefferson and Adams, would be aghast at the power concentrated in the Federal Government today. Hamilton? Probably not so much. After all, he originally proposed filling the office of President with someone who would be elected for life. Most of the others weren’t as enthused about merely trading one King George for another.

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One Response to When Independence isn’t Freedom

  1. Doug Roof says:

    Great job of weaving together some of the most important and interesting facts regarding the birth of the United States of America. Commentaries like this are what make each 4th of July particularly meaningful for me. Also a reminder that no great undertaking begins perfectly, that virtually every success requires a little luck, and that any institution or process can stray from orignial intent if not closely monitored and reviewed over time.

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Where’s Waldo?

An old New Yorker cartoon depicts two men walking down the streets of Manhattan. “The think I like most about being the Boss is that you get to make your own hours.” one says. “Yes,” the other replies, “as long as you don’t mind 24 hours a day.”

The time commitment of owning a business is one of the biggest complaints of owners. It is so prevalent that I made it the first item on my Business Owners’ Rights satirical labor poster. When I work with entrepreneurs on their goals and objectives, “Less time in the business” is usually one of the owner’s top priorities.

Time is simultaneously the biggest burden and the biggest reward of being a boss. As an owner, your time is both more and less flexible than that of your employees. You schedule vacations when you wish and without limit, but only when the business permits you to be absent. You can leave early, if there isn’t something pressing in your company that requires you to stay late. You can go to the gym at lunch time, if you get to take a lunch break at all.

For most owners, the business consumes so much of our personal time that we have little guilt about the personal time we take during business hours. That’s fair, and it is small enough reward in relation to the total commitment your company requires.

Yet many owners worry about the message they are sending to employees when they are absent. “Do they think I’m home watching television?” “Do they know that I’m in a long business meeting, trying to land a customer who will pay their salaries for a month?” An owner’s concern about the business can become paranoia about always sending the right message, and always being the example for others to follow.

In reality, most employees are more concerned about doing their job than where you are at the moment. When I call a business and ask for the owner, the answer is frequently “He’s not here right now.” In such cases, I’ll ask (for both of our convenience) “Do you know when he will be back?” Unless I’m speaking with the boss’ assistant, the response is almost always negative. The employees don’t know where he (or she) is, what he is doing, or when he will return. When you are gone, you are gone. When you are there, you are there.

You might be playing golf, but perhaps it is with a key vendor. You might be calling on a customer, or buying a new piece of equipment, or attending your kid’s school play. They don’t know, and they don’t think about it much. You are the boss, and if you are a good leader, the employees assume you are doing something that you should be doing.

There is one exception that I coach against. Some owners choose to exercise their control over time by coming in late every day. I believe that is a problem. Chronic lateness is a punishable offense in all but the most relaxed organizations. It is by definition “bad behavior.” The employees naturally assume that you were just sleeping later than they were.

Most importantly, a boss who starts his or her day an hour or more after the employees effectively creates a second starting time for each day. The first hour becomes “ramp up” time. Everyone can get a second cup of coffee, discuss the previous night’s ball game, and send someone out for breakfast. The real work usually doesn’t begin until the boss arrives.

If you have ten employees, the unproductive time of a collective lost hour each morning equals a full-time employee each week. That’s a high price to pay for your flexibility. How much more do you have to accomplish in order to generate that additional revenue?

Control over your time is a privilege of ownership. If you are going to be out of the office for an hour or a day, it has much less impact than you might fear. Just make sure that it isn’t when everyone else in the company can build it into their work flexibility as well.

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Entrepreneurs Love Paperwork

Entrepreneurs love paperwork. Not. The truth is that most entrepreneurs hate paperwork with a passion otherwise reserved for the college team that ran up the score on their alma mater year in and year out.

If I want to get a guaranteed laugh in a presentation to business owners, I describe a scene set in their office. You are talking with an employee, sitting behind your 96 inch wide Rosewood desk, admiring the unbroken expanse of its mirror-like finish. That opening doesn’t really lead to any story, because I’ve obviously destroyed any credibility with my fantastic description.

Paperwork is a term we use to describe something we don’t like to do. If you are an engineer, working on a plan isn’t paperwork; it’s engineering. If you are a financial planner, reviewing someone’s portfolio isn’t paperwork; it is planning. So paperwork is different things to different people, but it universally describes something we’d rather not be doing.

As an entrepreneur grows his or her business, paperwork is often the first thing to be delegated. You hire an assistant, or a bookkeeper, or someone to do the invoicing. Your logic is inescapable. The less time you spend on paperwork, the more time there is for generating revenue.

Unfortunately, this antipathy toward repetitive and uninteresting administrative tasks too often extends to documentation that only you can do as the owner of the company. Job descriptions, performance reviews, procedures and business plans become lumped into the general classification of “paperwork.” These are critical tasks that are all too easily postponed indefinitely without doing visible damage to the operation.

There are two reasons for ducking these tasks. The first is a general dislike of spending time on things you don’t do well. There is no pressing need or obvious benefit to carve time out of a busy day to address process issues. No employees are standing idle while awaiting a job description. Your business plan starts with revenue, so time spent on generating revenue is obviously more productive than time spent on deciding what to do with it. You discuss customer service and quality every day, so why would you need to write down a mission, vision, or core values statement?

The second reason, and perhaps the more influential one psychologically, is the entrepreneur’s resistance to putting things in tight little boxes. You didn’t start your own business so that you could run by a rule book. You did it so you could control what happens around you. Documenting how things are to be done commits you, as the owner and leader of your company, to doing them that way. It’s just another box, even if it is one you built yourself.

The first reason, that the effort is unnecessary, is simply wrong. You owe your employees and customers a clear understanding of what to expect, and what the results should be time after time. That comes from your systems. If you don’t accept the responsibility of defining those systems, who will? Look around your business. Who, if not you, is better suited to deciding what people should be doing, and what your company should be delivering to the people who pay you?

The second reason, that the effort confines your freedom to act, is a misunderstanding.  You document policies, procedure and plans for other people. Your role in the business doesn’t change. You are still the Chief Innovation Officer. It is your job to continually look for better methods and to generate new ideas. Just because you have documented a way to do something doesn’t freeze experimentation or all future changes. In fact, doing so would be failing your responsibility as an entrepreneur.

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Thinking Isn’t Doing

My friend Phil owns a mobile imaging company. His employees criss-cross the major cities in South Texas in dozens of trucks outfitted with portable X-Ray and ultrasound machines, responding to calls from nursing homes and home health providers.

In th beginning, like so many of us, Phil was a one-man show. An Army veteran, he was making a good living as a salesman of portable X-Ray machines when Hillarycare, or the threat of it, dried up new equipment sales. Phil bought a used machine from a customer, and began peddling his service from nursing home to nursing home.

For facilities that take care of seniors who are by definition frail, having a procedure come to you is a huge benefit. Aged patients aren’t all that mobile to start with, and a doctor’s order for an X-Ray probably means that there has been a fall or some other injury, complicating the process of getting the patient dressed and transporting him or her to an imaging center. Phil’s business grew quickly, and he soon had 5 trucks on the road.

But Phil was a licensed X-Ray tech himself (a benefit, along with an MBA, from his military service) and still often had to deliver services personally. It was while doing this that he experienced a moment that I’ve always thought defines the difference between an entrepreneur and the rest of the crowd.

One night in the middle of the week, the tech who was responsible for taking after-hours call phoned in sick. Knowing that the chance of getting one of his other employees to volunteer was minimal, Phil decided (as he often did) to just take the calls himself. It was a weeknight, and there was a decent probability that there would be no activity at all.

Of course, that’s not how things worked out. At about 2:00 in the morning (my favorite time!) there was a call for an emergency X-Ray. In this case, it wasn’t from a nursing home, but rather from a small, rural hospital that didn’t staff its imaging department at night. There had been an automobile accident, and they needed X-Rays of a victim before transferring him to a larger facility.

Phil dutifully packed up the truck and drove 35 miles to the hospital. He unloaded the portable X-Ray, and wheeled it in through the front door.

Few places are much quieter than a rural hospital at 3:00 AM. The only sign of life was an elderly fellow pushing the ubiquitous floor polisher around the hallways. Phil asked for and received directions to the emergency room. As he walked away, the maintenance man stopped him.

“What’s that you’ve got there?” he asked. “It that a portable X-Ray machine?” Phil said that it was. “And you take it from place to place when people need X-Rays?” Phil again confirmed that was what he was doing.

“Phew,” the man said, waving his hand dismissively, “I had that idea twenty years ago.”

Phil moved on, suddenly feeling a bit better about having to be out at 3:00 AM delivering services for his own business. After all, if he wasn’t, he might have been polishing floors.

Lot’s of people have good ideas. Only a few believe in them enough to act.

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One Response to Thinking Isn’t Doing

  1. LOL! You remembered!

    Thanks John!

    Phil

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Left Behind

As business owners, most of us understand that the people who help us get our company to one level may not be the folks who can get it to the next. A great salesman may not be your next sales manager. The sales manager who can supervise and mentor a half-dozen reps may not be able to create your sales process training for a national team. The national sales manager may not be the strategist who can identify and develop horizontal markets.

So it is also with outside professional advisors. When your business is just starting out, you have a clear criteria for retaining a professional. He or she is usually the cheapest one you can find. Then your business begins to grow. A few years later, if you are lucky, you are bringing in millions of dollars of revenue, and employing dozens or scores of people.

At that level, you are far too experienced to seek professional wisdom solely on price. You understand that the folks who charge the least usually have a reason. The ones who charge the most have a reason too. Yet your now-substantial enterprise is still running with the help of the cheapest professional you could find when you were a fraction of this size.

The two ubiquitous consultants for any business are the attorney and the CPA. In my book “11 Things You Absolutely Need to Know About Selling Your Business” I relate the sad stories of estate attorneys, divorce attorneys and litigation attorneys who have been asked to handle business transactions beyond their expertise. Unfortunately, the glut of unemployed lawyers in the market leads any number of them to take all the work they can find, and their license allows that to happen without penalty.

You know, a medical license allows a physician to perform any medical procedure as well, but none would dare practice outside their training. I wonder why lawyers can regularly screw up things for which they weren’t qualified, but their profession does little or nothing about it?

Even more frequently, I see accountants whose client has long ago outgrown their skills and capabilities. These are companies who need to be advised about investment tax credits, research credits, buy vs. lease decsions, and hiring incentives, but whose accountants roll merrily along preparing basic tax returns that leave thousands of dollars in the IRS’ pocket unnecessarily.

There are many competent solo accountants, but I’ve never met one that could handle all the needs of a complex organization. I’m regularly surprised by owners who brag that their $5,000,000 business still pays $700 for a tax return. Do they think that’s buying them top-shelf services?

I knew a retailer who was rapidly expanding. His solo and very inexpensive home-based CPA got pregnant. She filed an extension for his tax return, then another, then a third. Finally she filed a special “It’s my fault, not the taxpayers” professional extension. (I’d never heard of that one.) All that time he kept right on building new stores.

By the time she finished the tax returns, it was a year after he had closed his books. Most of his expansion had been done under with the wrong kind of contracts, with the wrong leases, and with a misunderstanding of how depreciation worked. Too late, he found out that he owed the IRS hundreds of thousands of dollars from the previous year just as he opened his biggest store ever. Negotiating a tax payment plan consumed all of his working capital, and the new operation had to start in an untested market without any advertising budget.

That store failed. His CPA had never discussed why he should isolate his risk by separating the new venture from his other, profitable operations. He lost everything.

That’s one story of a business owner paying the price for using an advisor who couldn’t keep up with his business. I have another, and another, and more after that.

Right sizing your outside services should be instinctive. You wouldn’t have a 30 gallon aluminum garbage can for a manufacturing plant. When the garbage starts to pile up, you get a dumpster. It’s just a cost of doing business. Why would you stick with professionals whom you’ve long ago outgrown?

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