The title of this post is a play on the title of one of the best business books I know: Up The Organization by Robert Townsend. Townsend was president of Avis Car Rental in its prime and has some witty and insightful things about how companies (mostly big ones) should operate. The book has been revised and reprinted, but if you can find an out of print copy of  his sequel Further Up the Organization, I recommend that one.

What Do You Mean Organization?

That’s reaction some entrepreneurs have. They don’t need no stinkin’ organization. They just tell people what to do. Then they scream and curse when it doesn’t get done right. But whenever you have two or more people working toward a common goal, you have an actual organization, whether you like it or not.

The trick to developing a growing, thriving organization is to push as much responsibility as possible down the organization.

Yes, Down The Organization.

The more things that are handled as close as possible to where the work is done, the more people at the top have time and resources to do more strategic things. But this is hard to do.

Why? Because the people at the top often have more experience and ability. At least we say that’s the reason. Yes, they often are more competent. But the reason it’s hard to push that competence down the organization is that people who are good at what they do have what’s called “unconscious competence”. Remember when you learned to drive a car? Remember the focus it took? You were developing competence – consciously. At some point you got so good you could drive and talk and listen to the radio, AND think about something else. You became unconscious of the movements needed to maintain speed, steer, put on the blinker etc. That’s unconscious competence.

People Don’t “Get It” When They’re Not Unconscious

Probably the person down in your organization, the one who should be given some responsibility, is not unconsciously competent. And if you just told them to do something they wouldn’t do it right. They wouldn’t get what you wanted done. It may not be that they can’t do the job, just that they need training, mentoring, oversight (aka management) to be able to execute that responsibility as well as it needs to be done.  And that takes time and effort.

But more than time and effort it takes you being able to explain what you do well, and how you do it. That’s what trips most of us up. When we are so good that we are unconsciously competent, we can’t always explain to another person how it should be done. And so, we can’t figure out how to push some responsibility down to someone else. And we have to keep it ourselves. But that limits the growth of the company.

The Solution?

There are many: Checklists, Work Flows, Management Training, Mentoring, etc. “The Exercise of the Elves” is one of my favorites. They all take a skill set that is often quite different from the skill of actually doing the work. This is one reason many small companies stay small. They aren’t willing to invest in that skill. Big companies are. They hire people to do these things, or they bring in consultants [shameless plug] or both. Companies that aren’t willing to do this are forced to keep responsibility at the top and keep their organizations small.

But if you want to get out of the engine room and into the wheelhouse; if you want to take your company to new places; in short, if you want to function more like the CEO and less like the General Manager, it’s a skill you need to bring on board.

I just asked for a meeting with the CEO of a start-up I’ve invested in. The reason? I just got their half-year report and there’s no bad news! Andy, if you’re reading this, I’m talking about you.

Why is no bad news a problem?

Because we’re running a business here and there’s always bad news in a business. The only time there’s not bad news is when there is terrible news (the company just went out of business), or when there is amazingly, unbelievably,  terrific news (the company just got bought by Google, here’s your check for $100 million). The rest of the time there is bad news. And the CEO’s job is to find it and fix it. And do it quickly so you can find more bad news, fix that, then rinse and repeat till Google buys the company and we all get checks for $100 million.

If I get a report that doesn’t mention the bad news, then either the CEO hasn’t found the problems or the CEO isn’t telling me about them (and probably isn’t asking for the help he needs to fix them quickly enough).

Let me take that a step further.

The thing that gives me the most confidence in a business owner or CEO is how they handle bad news and problems. This doesn’t mean they shouldn’t be upbeat. There was some legitimate good news in the half year report I just read. There’s always good news too (or you’re out of business). But a good CEO is upfront about the problems, is looking for the root causes (not just the quick fixes) and is putting together a plan to deal with them.

Andy, if you’re reading this, two things.

1. Get back to work – you should be reading the blogs of your investors, your competition and your key customers – but enough already.
2. You’ve now got the agenda for our meeting.

And why that’s a good thing!

Just like a bicycle built for one doesn’t usually grow into a bicycle built for two, there is not a linear continuum from small company to big company like there is from little kid to big adult. It doesn’t work that way.

Why? Because the business model has an external component: customers. And if you hadn’t noticed, they have a mind of their own. It’s been said, the things you can’t change include the weather and other people. The things you can change include yourself and the oil in your truck.

But the truth is, if your burrito sales max out at lunch time because there just aren’t enough people in driving distance who want your burritos, then making more of them faster, or adding more chairs or a bigger sign won’t conjure up any more sales. Now if the bottle neck is chairs, or how fast you can roll a burrito, then that’s an internal problem and you can fix it.

But if you’ve maxed out the external aspect of your business model, you just can’t grow it any bigger without changing the model. Opening another store to become a chain or selling online would change your model and allow for more growth. But without changing your model, the company won’t grow in size – but it can grow in profit.

Why is this a good thing?

The silver lining is that most really big business models REQUIRE size. They can’t survive at all when they’re tiny. They need life support (in the form of outside investment). And they need to grow really fast. Because of that, competition can often do a lot more harm to a company with a business model that requires growth.

As Ridgely Evers said “A Silicon Valley start-up is completely focused on getting big, and naturally risks failure to get there. A true small business, on the other hand, is focused on becoming profitable, feeding a family, and staying in business. That’s a fundamental psychographic and cultural difference.”

I’ve often said you need to do three things to have your company succeed.

1. Make something people want to buy.
2. Find those people and sell to them.
3. Build an organization that does the first two, over and over again at a cost below what your customers want to pay.

As I was thinking about Evers’ quote, it occurred to me that people who run small companies focus more on number one and two than they do on number three. While big companies put a lot of focus on number three.

The problem is not that small companies don’t grow into large ones – the problem is that if you ignore point number three, your company is not as successful as it could be regardless of its size.

The better you build your organization the more profitable and less frustrating it will become. Building an organization is the true job of a CEO.

It’s a statistical fact that people with bigger feet are better at spelling than people with smaller feet. Why? … They tend to be older!

Sorry for the bad joke, but ask yourself what’s the difference between big companies and small ones?

Did you answer things like: more customers, greater revenue, larger staff production capacity or sales force? Then you made the same mistake as the joke. Not understanding that size is the consequence not the cause.

What do we mean by “Scale”?

Scale has to be understood in context. If you’re a surgeon, or a personal trainer or a voice coach, then your business is a “practice”; and the maximum size you can get is going to be smaller than the maximum size for a company that makes computer hard drives. (It’s also true that the minimum size you can survive at is likely to be smaller as well.)

The same is true for a restaurant or a knitting shop.  You can only get so big before you’re serving all the customers who want what you sell and are within a reasonable distance from your shop. You’ve saturated the “addressable market” in business jargon.

Of course, a restaurant can open other locations and become a chain, and the knitting shop can start selling stuff on line. But think how different your day would be as the owner of a knitting shop compared to the owner of an online knitting shop. In the latter case you’d be analyzing your page views and conversion rates. You’d have a shipping department and your business would be open 24/7. You might even need to conduct business in multiple languages.

The difference is not one of size or quantity but a difference of kind or quality.  You’re not really in the same business at all. You are (to use jargon again) operating in a different business model.

And that brings us to the difference between a big company and a small one. A big company is one that understands it’s business model and exploits it for maximum size; and a small company doesn’t.

What is a Business Model?

A business model is how you transform the customer’s desires into profit. It happens at the intersection of the following:

• Your goals, passion and financial targets. (Otherwise why on earth would you be running your own company if you didn’t have goals and passion for it?)
• Your customer’s desires. (They have to want what you sell more than they want their money or they won’t buy.)
• Your internal processes. (To make a profit, you have to make something  customers want, find those who want it, sell it to them, then build an organization that can do that repeatedly and less than the cost they’re willing to pay).

Two Kinds of Small Companies

Let me mention that there are two kinds of (small) companies that don’t understand or exploit their business models.

The first is what most companies are like. 50% of American workers work for small companies and most are like this. They actually have a business model, and they operate within that model. They just don’t consciously analyze the model so they don’t know how to incorporate it into their business decisions.

The Devil in the Details

To understand and exploit your business model, you have to know what really drives your customers to buy. Is it price? quality? features – and which ones? convenience? That’s why Ray Kroc (McDonald’s founder) used to say that they weren’t in the hamburger business they were in the real estate business. Their customers bought for convenience and consistency (not quality). So the key to their success was picking the right locations to give their customers the most convenient access to their consistent products.

You have to understand all your internal costs and how to maximize the impact of every dollar you spend. Do you know the cost of lead? The cost to convert each lead to a customer? Whether spending an extra 10K to improve production capacity will improve or hurt your bottom line and by how much?

Scalable companies know these things. And they’re always working to improve their execution of the model in which they operate.

Companies without a business Model
The second group of small companies is exemplified by the newest internet start-up. I’d name one but by the time you read this they’ll be supplanted by another.

But it’s true of any novel invention. Novocaine was invented to be a local anesthetic for military use – but found it’s market in dentistry. Early telephones were wired in pairs. You needed a separate line to the phone of each person you wanted to talk to because the business model was predicated on sending only urgent messages (faster than a telegraph). PayPal started selling cryptography on hand held devices. No one bought it. They tried several other business models before they found that people would pay to transfer cash electronically and that required security which they were good at.
These companies don’t have a business model or rather they haven’t found it yet. So what they should be doing is NOT growing. They should be learning. They should be learning what customers want, how much they’ll pay, how to find and sell to them, and how to do this in a way that makes money. Once they’ve figured that out, then they should grow.

“What’s new since we talked last?” I asked. “Meetings,” she said. “I’m doing one-on-ones with my people, like we talked about.”

She is a client.  Her company makes web sites and on-line products for a specialized industry. They’ve got a reputation for high end work, solid market penetration and about a dozen employees. She is the primary sales person and has the most common complaint I hear from business owners: “I can’t find good employees”

The meetings were going well. She was staying on track, learning what people were up against, and heading off complications before they became actual problems. The words were very positive, but her tone was not.
“So?” I asked.

“All these meetings. They’re keeping me from my real work.”

But she was wrong about that. What a small company has in common with a small child is despite their size, they still need all of the parts. So even small companies need three levels of management, someone to do collections, to analyse the numbers, and all that stuff big companies have whole departments for. But being small you don’t need them all full time. So people wear multiple hats. And when that happens, you tend to wear the hats you’re best at or enjoy the most. So my client loves sales and coming up with new product ideas.

Because she’s done a good job in those areas, the company needs more production capacity, and better coordination. So now she must consider management to be her “real job”. By focusing on this (not exclusively but predominantly) she’ll enable others to do more with fewer problems. That’s the real job of building a company. When problems decrease, and productivity improves, she’ll be able to wear this hat a little less and put on another a bit more.

One-on-one’s: Great management tool.
Have one with each of your direct reports.
Meet weekly at the same time for 30 minutes. Never reschedule. It’s that important – it is your real job.
Prepare. They should and you should too.
Don’t solve problems. Or train. Some of that may happen. But if you can’t fit it into 30 minutes along with the other stuff, then you need  a separate meeting for training or problem solving.
It’s a time for you to share certain things and learn certain other things. Generally the same kinds of things each week (maybe even in the same order depending on your style) which makes it easy for each of you to prepare.
What to share. Anything the other person must know to do their job better. That’s your role as manager: to help them do their job better. Maybe share what’s happening in other departments so they can interact better. Maybe it’s feedback of how they really made a difference. Share what they can expect from you and the rest of the company; both before the next one-on-one and longer term. You prepare by keeping a notebook around all week and jotting down stuff that you’ll need to share with each person.  Then spend a few minutes pulling it together before the one-on-one.
What you should learn. Status: what happened since last time and how that compares to what you expected. Why there’s a difference. What problems they are running into. Their opinions on things. Insights you don’t know about because you don’t live at their desk. Over time, you’ll get a sense of who they are as a person: what motivates them, what puts them off. You’ll get a feel for what they do well and where their limitations are. Make notes about this.
Written take-aways: What each of you will do before the next meeting based. This becomes the status for next week’s meeting. Notes you can use for their annual review. They should take away your impressions of how they’re doing so nothing (I repeat nothing) in their review is a surprise. If it is, you’re not doing it right, but that’s another column.

Trust (in both directions) is a non written take-away.

Beware: You’ll think you don’t have time. But it reduces time spent on interruptions and problem solving. And it’s your real job.

Takeaway:

• Do Them.

[tags]management, CEO skills, entrepreneur, small business owner [/tags]

Most of us aren’t in a position to turn the entire economy around. But don’t think you are powerless. Some people look at this situation and see all the negatives. Some people see opportunity. It’s easier to feel the fear and do the cut back thing and blame the economy.

In fact, it’s both the worst of times and the best of times (haven’t I heard that before?) And you’ve got to deal with both. I’m launching a new program to help companies do this called “Tighten Up and Come out Swinging”

Tighten Up to deal with the problems. Come out Swinging to take advantage of the opportunities.

In fact I’ve re-done the opening page of my web site to explain the details. Check it out.

Takeaway:

• Call or email to see if I can help you

[tags]CEO Skill, economy, small business, entrepreneur, turn around [/tags]

1. Talk to people – Don’t assume
Talk to your customers

• Ask how the current situation will impact them.
• Ask how you can make it easier to keep their business

Talk to your vendors and suppliers (Look at point #2 before you do this so you can combine discussions as you see fit).

• Will they need to change terms?
• Tell them what you’re going through so they aren’t suprised

Talk to investors
Talk to your bankers
Talk to Employees
Talk to your spouse and family

2. Cut back – conserve cash. Think of cash flow before profit.
Do a line item inventory. Go through your P&L statement and stop spending on anything you don’t absolutely need. For everything else, call up your vendor’s and renegotiate.
Cut back on employees last (unless there are some you should have let go anyway – and this is true for many companies)

• Be sure to explain to employees what they can expect. They’ll expect the worst if you don’t and you may end up losing people you want to keep
• Maybe we call all cut back on hours so as not to lay anyone off
• Maybe we can cut back on some pay or benefits – start with yourself (and since you’re talking to them – see #1 they’ll understand.
• Maybe become like Toyota – Invest in your employees.
• UPDATE: If you can’t be like Toyota and find you do have to lay people off read this by Guy Kawasaki about how to do it well.

Cut back on Marketing second to last. The stronger you market in the down times the better position you are in

• A) you’ll be more likely to get a bigger share of the business that is still out there
• B) you’ll do better faster when things turn around as your weaker competition is gone
• C) perhaps you’ll find ways to get into markets you haven’t had before

Cut back on prices as necessary. Understand where your break even is and what your marginal costs are. It may be smart to take some jobs or sell some product just to keep your staff employed. Be flexible.

3. Look for more ways to get more bang for your time (you thought I was going to say buck didn’t you? – you did that in #2 if you were paying attention).

Takeaway:

• Plan for the world not to end. If it doesn’t you’ll be in better shape for planning and if it does, your planning won’t matter anyway.

[tags] CEO, entrepreneur, recession, small business, economic melt down [/tags]

What a dumb question. If you’re a parent, I doubt you’ve ever gotten an answer that comes anywhere near what you’d call satisfactory. And if you’ve ever had a parent, I doubt you’ve given such an answer.

Because it’s the wrong question.
I was reminded of this watching the Republican political convention. For some reason we had on the PBS channel (we usually watch on C-span so we don’t have to listen to pundits) and one of the “reporters” was asking someone in McCain’s campaign about the choice for VP. In case you’ve been under a rock for a week, you know that the pick and how it was handled is pretty big news.

The question was “Did you vet her well enough?”

Why waste prime time asking a question when I know what they’re going to say? I don’t mean I know the answer – that’s a judgement call. But when you’re a reporter talking to someone in the campaign, it’s the wrong question. She should have asked “When did the campaign first learn about xxxx?” or “How many people were interviewed in the vetting process?” or any number of factual questions which would give more of a hint at the vetting process, especially when you can see if the person avoids the facts.

So what does this have to do with running your business?  Simple. Asking the wrong question will make you think you have an answer when you don’t. If your kid says “School was fine” does that mean it was? Maybe, maybe not. It probably means they don’t want to talk about it anymore.

There are lots of questions you want to ask of prospects, of customers, of employees, of suppliers. But if you don’t ask the right ones, you’ll think that school really was fine. And the risk is you’ll be wrong and not know it.

Takeaway:

• If you have younger kids, ask them who they sat next to at lunch or what games they played at recess. If you have older kids, ask for a similar level of detailed facts. And remember the names of classmates and teachers so you can ask about them in detail next time. That will tell you more about how school really was and you’ll get a much better conversation going – which is probably what you wanted anyway.

[tags]business, entrepreneur, parenting, school, CEO skills [/tags]

“Never Give Up” I’m always a big fan of Inc Magazine, but when they had this advice on the cover I had to say something.

It’s not that you should give up – it’s that saying “Never Give Up” makes it sound like success in business is entirely under your control. It’s not. Success is based on what you do plus how people respond to what you do then how you adapt to how people respond and what they do about that and so on. Of course, if you give up too soon you’ll miss all the shots you never take as Gretzky said. But what if you give up too late? They don’t run stories or write books about people like that. Except maybe Seth Godin and The Dip.

Take my favorite business analogy: Courtship. There are people who are in a wonderful relationship today because one of them refused to take no for an answer. But there are also people in jail for stalking (or worse) because they refused to take no for an answer. Persistence has its place but it’s only part of the equation. All too often persistence (like love) is blind.

Best Business Advice?
Understand. Learn what motivates your customers. Learn the ins and outs of your business model. Learn what gems of knowledge are hidden in your finances. Learn what makes your employees tick. Learn the difference between being lucky and being smart – then be both. Now put all that understanding into the right action at the right time. But that’s a bit more subtle and it sounds like a lot of work. Because it is. That’s why business success is worth celebrating. If it were easy, everyone would do it. And no one would be left to work for you.

Takeaways:

• Free advice is worth what you pay for it.
• Sometimes advice you pay for is worth even less.
• Sometimes advice is worth more than you could ever pay.
• It takes sensitivity and work to learn the difference.

[tags] Entrepreneur, small business, CEO Skills, management, Persistence [/tags]

Probably Never. When you’re on a winding road with lots of potholes and a strong wind, you grip the wheel tighter. But even on a smooth highway, you can’t just let go of the wheel and start typing on your Blackberry.

So what does this mean to you? The number one complaint I hear from entrepreneurs about employees is that employees just don’t get it. What I think that means is that entrepreneurs just don’t get it.

Get what? Get that their job is to keep employees moving in the right direction. If the employees knew how to “get it” or what the “right direction” is they’d be working for themselves right now. The reason yours are working for you is that they need that constant reminder of where the company’s heading.

Obviously when things are tough you’ve really got to keep a grip on the wheel. But just because things are going well doesn’t mean you can go “hands off”.

To switch analogies – it’s how you coach a winning sports team.

It’s hard to build a sports dynasty because winning players have a tendency to feel they’ve made it and then slack off. The coach needs to keep them moving forward just as hard.

Takeaways:

• Sure you’re busy – lots of opportunities await. But don’t forget to keep reminding everyone where the company is heading and make those little nudges in the right direction like you do with the steering wheel on the highway.

First image from http://www.flickr.com/photos/bob406/487249298/
Second image from http://www.flickr.com/photos/19783530@N00/1779549245/

[tags] Entrepreneur, manager, CEO, Small business [/tags]