Why is it that most business owners never make it past Middle Stage Level Two? Because the owners are entrenched in the traditional way of building a business for control and active cash flow based primarily on their personal production.
Not only do they quickly max out on personal production, but what’s worse is that every day, more and more of the know-how to run the business gets buried deeper in one person’s head—instead of being captured in processes, procedures, and systems.
Sadly, these typical Middle Stage Level Two business owners stay stuck at the tactical level of doing the job the business requires instead of creating the time and space to step back and build the business itself.
Middle Stage Level Two requires building your core systems, business controls, and team. The challenge is doing that while balancing the business’s need for you to continue to lead its daily operation. This is a delicate balance between what your business needs today and what it will need tomorrow.
Thankfully, you don’t have to figure all this out yourself.
The Level Three Road Map shows that, at Middle Stage Level Two, you have to build out the baseline systems for the following 4 areas:
In essence, this means developing your core systems and controls, hiring and aligning your initial team, and clarifying your strategic plan to get you to Level Three.
When we first began working with Brian as a Business Coaching client 2 years ago, he was the quintessential “one-man-shop”. He made the sales, he processed the orders, he collected on his receivables, and he handled all the other administrative details in the business. The business was successful—but only because he was there each day running it. In fact, it was his CPA Tom (another client) who referred him to work with us.
The first focus for Brian in the program was to get him out of the day-to-day operations of the business so that he could focus on growing his sales. This meant building out some of his core systems and controls, plus hiring on his first full time member (Diane). This was a scary move for Brian, but one that paid off handsomely as it freed up his time to focus much more heavily on sales and marketing.
Here is how Brian describes the results, “In the last 6 months in the program I’ve stepped out of over 90% of our operations now and we’ve doubled our company profits!”
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