In the long run

I met with a business owner the other day who has experienced a particularly difficult year. A confluence of economics, technology and criminal activity in his industry has kept him working long hours, with relatively little to show for it.

He is fried. Burned-out. Constantly wearied by the “fight or flight” adrenalin reaction of tensing up every time the phone rings (because it is so often more bad news.) The company isn’t failing financially, but it is failing culturally. People are abandoning ship. They are tired too, and he no longer has the energy to psych them up for the next challenge.

He is also a runner, and he gave me a running analogy that really hit home.

“When you run marathons, there is a point in some races when you decide that you are done. You don’t want to continue. You can’t continue. For me, that usually comes around the 21 mile mark. You have 5 miles to go, but you just don’t have the energy or motivation to run those last 5 miles. You want to sit on the curb and have it all be over.”

“The problem is, you can’t stop. Once you have gone 21 miles, you’ve outdistanced the support services.The help that’s available to the weekend runners who have overextended themselves isn’t there. At 21 miles you are on the way back in. The only help is at the finish line. You can sit down, but there won’t be any golf carts coming along to scoop you up. You won’t get any nourishment. Your clothes and car, along with anything else that might make you feel better, are all at the finish line.”

“So you have to continue, because the only way to get out is to finish the race. You can run the last 5 miles. You can walk. You can crawl. But you can’t stop.”

How many of us have experienced that kind of feeling about our businesses? How many times have you said “If I wasn’t the owner, I’d quit this job?” Have you ever thought about how unfair it is that an employee can say “This is too much,” and just shift the burden to you? He or she can opt out. You can’t.

There isn’t any magic formula for getting past this point. You plug away, probably at a lower effectiveness than you are accustomed to. You take on extra work for the people who bailed out on you. You can run, or walk, or crawl, but you have to get to the finish line.

There is an upside. You will finish, because that’s what made you an entrepreneur in the first place. If you were a quitter, you wouldn’t have gotten this far. You need to focus on how tough it is at the moment, remember it, and save it.

One day this will pass. You will have met the challenges. Circumstances will change. You’ll have a business that runs smoothly, and employees who can do their jobs well. There will be more money in the bank, and less for you to do.

That’s when the little guilt pangs will set in. Maybe you should pay the employees a bit more, just because you can. Maybe you should take on some more responsibilities, because the employees look a bit harried. Maybe they think you are lazy, because you are working fewer hours than they are.

Save your 21-mile memory for that time. Only you will know what you did to earn it. That will have to be enough.

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Why Don’t We "Buy American?"

America’s trade deficit underlies a host of headlines. We continue to send payment for fossil fuels to countries that use it to finance people who kill our soldiers. We borrow trillions from China, so that we can pay them for more consumer goods.

We export our manufacturing jobs, despite our hand-wringing over the disappearance of the American middle-class, because we continue to buy the cheapest least expensive option, regardless of who made it. Do people in North Carolina buy Vietnamese t-shirts, even though they wiped out their textile industry? Probably, or they wouldn’t have t-shirts. Do contractors buy Chinese steel for those new buildings with huge American flags on them? Of course. Without the cheap steel they couldn’t win a bid.

The two great exporters among the advanced economies, Japan and Germany, don’t pay penurious wages. They continue to foster thriving manufacturing sectors that compete globally. How can they do it when we can’t?

One reason is their strong consumer loyalty to domestic production. While all auto makers have gone global, in Japan most people still drive Japanese cars, and in Germany they drive German. Both nations’ cars gained a reputation for quality by competing in difficult domestic markets. When they went global, they brought with them highly refined products. I remember buying American cars in the 70’s and 80″s, when it was an accepted practice to bring the car back to the dealer after 600 miles to fix the rattles, paint drips, and malfunctioning accessories. Those were not acceptable flaws in German and Japanese cars, and when they were made available to us, we snapped them up.

But it isn’t just quality and price that makes American consumers “disloyal” to American products. It is who we are. As a nation of immigrants, we have never developed a homogeneous “us against them” worldview.

Ask me my nationality (at least while I am traveling within this country), and I will answer “Italian.” Ask me where I am from, and I’ll answer “Texas.” That is despite the fact that I am fifth generation American, was raised in New Jersey, and that my children were born in California. Does that make me less American? Of course not. That is what it means to be an American. We are all aware of our connections beyond our country. In fact, most of us have never seen most of our own country.

Germans are very German. They are one ethnicity. They mostly look similar, not counting minor variances in coloring and body type. A Palestinian or Indian or Turk in Germany stands out as “not one of us.” Many are never eligible for citizenship.

In Japan it is even more pronounced. Worried about aging issues, the Japanese government recently tried to encourage immigration from the substantial Japanese community in Brazil, with the logic that those people were, at least physically, Japanese. It was a miserable failure. They weren’t Japanese enough.

But in America we happily adopt as a national uniform clothing invented by a German immigrant (Levi’s) put our money in an institution founded by an Italian immigrant (Bank of America) and read this blog courtesy of a company co-founded by a Russian immigrant (Google.) We aren’t hard-wired to look at nationality or ethnicity before anything else, because doing so would be contrary to who we are.

In Europe and Japan they are facing massive problems with an ageing population. They have no mechanisms to address immigration, and immigration is an absolute necessity if they are to grow their economies with new job creation. We are the only “old” economy with a birthrate high enough to sustain growth.

Of course, we can’t do it by continuing to sink into debt. I always thought that the economic model that said Americans would thrive simply by “doing things” for each other was a crock.We need to produce something that other people want to buy. The problem isn’t that we don’t buy enough American goods. It’s that the rest of the world doesn’t. We shouldn’t blame them for the areas where we can’t compete. It isn’t their fault. They are simply following the standards we created.

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The Only Thing We Have to Fear?

“The only thing we have to fear is fear itself.” FDR famously broadcast during the Great Depression. His speech didn’t end that economic slump, and the election next week won’t end this one. It will, however, help.

The Republicans are currently projected to win 10-15 more seats than they need for a majority in the House, and fall 2-3 short of that in the Senate. Given their recalcitrance in passing legislation this term, and the general lack of statesmanship in our national legislature, I don’t expect the election results to dramatically change our business climate.

But we will think it can, and that is always important. The stories of delayed decision-making in business abound. Contracts unsigned. Loans approved but not accepted by the borrower. Purchases delayed. Business owners throughout the country are acting like deer in the headlights.

Who can blame us? The tax burden for 2011 is still an unknown. We don’t know how much it will cost to hire another employee. I hear a lot of folks saying “I haven’t worked this hard in 10 years” because their business is picking up a bit, but they are too lean to staff for the increase and are taking it all on themselves.

The election won’t change anything right away, but people will feel that at least they have the power to make changes. Once again we will exercise our legal right to protest. That alone will make us more inclined to start moving forward.

Unlike the dip of 2001-2002, we won’t have debt-fueled consumer spending to pull this one out, so attitude alone won’t do it. But it will help.

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There are lies, damn lies,

and statistics,

I just ran across this U.S. Postal Service press release from 1996.

“In 1940, a one pound loaf of bread cost 8 cents, and in 1995 it cost 79 cents. A half gallon of milk went from 25 cents to $1.43 in the same period. A first class postage stamp went from 3 cents to 32 cents. Bottom line, first class postage stamps remain well below the rate of inflation.”

Well, not really. Those numbers yield an annual average increase of 3.22% for milk (177% overall.) It’s 4.25% for bread (233% overall.) and 4.4% for a stamp (242% overall.)

So staying “well below” the rate of inflation means being the fastest rising item in the market basket. I think I’m beginning to understand the Federal budget.

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It IS all about you.

Why did you want to own a business? If you believe the textbook definition of an entrepreneur, it was to leverage capital and other resources to create wealth. That probably applies to about 5% of us.

Or, you might have started it to provide gainful employment in your community. That applies to even fewer business owners.

The reason, at least for most of us, is that you wanted to be more successful, provide a better living for your family, and have greater control over your future. In other words, you started or bought a business for your own selfish reasons. Since then, however, you’ve faced an unending flood of media and public opinion that says you should be doing it for other reasons. There seems to be a belief among the 97% of the population who work for someone else that your obligations begin with your customers, then your employees are next, then the community, then you.

Most owners I know won’t admit to running the company with themselves in mind first, because it is considered “selfish.” We’ve heard it since childhood. “Don’t be selfish.” “Share.” “Think first about those who have less than you.”

Ayn Rand said that “There is no higher morality than enlightened self-interest.” I agree, not because I’m totally self-absorbed (I actually do a substantial amount of community service work,) but because of the word “enlightened.”

Enlightened to me means that your success doesn’t come at the expense of others. Most of us don’t seek profits by selling shoddy goods, or by taking unfair advantage of employees. Those that do aren’t enlightened, and shouldn’t be in business. (Or be reading this column.) But if you are doing your best, standing behind your products, and paying employees wages that make them want to work for you, then you have the right to charge a price that maximizes your profits, and dispose of those profits as you see fit.

In my part of Texas there are lawn signs popping up that say “No Socialism.” In a few affluent areas, they are being countered by others that say “No Selfishness.” Who are you to tell me that I am being selfish? (Especially if you live in a house that costs 5 times what mine is worth.)

Am I being selfish when I’m the last one to go home from work? Am I being selfish when I’m the first to arrive in the morning? Am I being selfish when I sign a personal guarantee on my company’s debt? Am I being selfish when I miss a family event because I have a client with a problem? Am I being selfish when (at least in the early days) everyone but me got a check on payday?

No, when that happens I’m merely taking the risks of being an entrepreneur. It’s only when I start to see a return that I suddenly develop that selfish streak, simply because I wish to enjoy the fruits of my effort.

You own a business for selfish reasons. Don’t let anyone tell you that’s wrong.

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One Response to It IS all about you.

  1. Anonymous says:

    The View from Here

    I work in a small privately owned company. I have seen my boss burn the candle at both ends year after year to make his company successful. It amazes me though that many of the folks who work around me seem to feel that they deserve the same benefits as the boss. They are annoyed when he takes a day off, makes a luxurious purchase or takes a trip because they feel that they are entitled to the same benefits. I don't get it. They certainly have not and will not risk all that they have for the sake of the company. They are very content to simply collect their check each week and never think twice about the company after work or on the weekend. It's just another symptom of the socialistic virus that is affecting this country. That's not how it should be. You're the boss. You take the risks. You deserve the rewards at some point for God's sake. Go get 'em John.

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