Is Your Business Not Growing?
Is Your Business Not Growing?
How can business owners focus on their strengths and delegate effectively?
When it comes to deciding what to focus on in business, it's like asking, "What's the most important thing for your health?" Well, that depends. You could have a terrible diet that exercise can't fix. Or you could train hard, eat well, and still not get enough sleep. They’re all important.
If you want to make decisions on your own, start by letting go of tasks you hate. If you put me in charge of accounting, two things would happen: I’d implode, and so would your accounting department. It’s just not my strength. Now, do I understand how to read a P&L? Sure. Do I know how our accounting should be structured? Yes. Can I analyze numbers with you? Absolutely. But it’s not the right role for me—it’s not my “seat,” as Jim Collins would say. For me, accounting work would drain my energy.
As a business owner, keep the tasks you love, like selling if that’s your thing, and start delegating the rest. Focus on what you’re naturally great at, and that brings you joy. We’re talking about the “Hedgehog Concept”—do what gives you a great return on investment, not just in money but in personal satisfaction and emotional capital. So, if you love doing something and you’re good at it, keep doing it.
If you dislike accounting, for example, hire an accountant. Sure, you can do it, but if it takes you five hours late at night, a pro could get it done in 90 minutes. Or, if sales isn’t your thing, find a fantastic sales leader and focus on what you do best, like building processes. Freeing yourself from tasks you dread will save you time and energy. It’s worth it.
What steps can business owners take to ensure the right people are in the right roles?
One of the most important things we do—and it’s often overlooked—is ensuring the right people are in the right seats. Imagine you have a superstar in your organization. You love them, and they work hard, willing to go above and beyond. But then, you decide to put them in a different role, like moving your top salesperson to accounting to "fix" it. Not the best idea.
Or, an even more common mistake: promoting your best salesperson to be the sales manager. You’ve just lost your best salesperson and put someone with a different skillset in a position they’re unlikely to excel in. The best salespeople don’t always make the best managers. Think of it like Michael Jordan. He was an amazing player, but his talent doesn’t translate to teaching others because not everyone can replicate what he does naturally. But look at NBA coaches—many were good players, not superstars, yet they’re excellent coaches because they understand the game’s finer details.
The same goes for business. Your top salesperson’s advice to a struggling team might just be, "Sell more!" which doesn’t help those who need specific guidance. Putting the wrong person in a role they’re unsuited for can harm their career and hurt your business.
For instance, I worked with a company in Baton Rouge that had hired a highly talented woman but put her in a role that didn’t suit her skills. The company was frustrated, and so was she. I suggested moving her to a different role, giving it 90 days. She thrived in the new role without changing who she was. The company loved her in the new position, and we saved the cost of turnover. The right people in the right seats can make all the difference.
How can business owners prioritize health and success effectively?
The entrepreneurial mindset often tells you, “I can do it all, all the time.” And in many cases, that’s true. You can pull it off—but at what cost? That’s the key question. One of the things we focus on at Exit Momentum is holding up a mirror. We ask tough questions, and one of our core values is to say what needs to be said, regardless of the risk. We’re willing to risk the professional relationship to tell you the truth, whether you like it or not. We don’t sugarcoat it. Sometimes, people need a jolt to make meaningful changes.
Most big shifts in life come from emotional experiences that force us to look at the reality of our choices. For example, I had a major health scare with a “widowmaker” heart attack back in 2017. I trained hard but neglected sleep and nutrition. My right coronary artery was 100% blocked, and my left was 95% blocked. I was in the gym training when it happened, and I survived with no heart damage. It was a miracle, considering I had less than a 6% chance of survival.
This experience gave me a powerful reminder of the dangers of sacrificing health for wealth. It’s a balance. You could have all the wealth in the world, but if your health is too poor to enjoy it, what’s the point? We often see people buy themselves something grand for retirement, like a boat, but their bodies are too broken down to enjoy it.
So, maintaining balance in business and personal life matters deeply. People often need to get brutally honest with themselves. One of our tools for this is called “brutal facts.” We get people to list the facts about their situation to separate them from the stories they tell themselves. Often, people realize they’ve been distorting reality. Once you’re clear about the facts, you can take action. Accepting the truth lets you make real changes. After all, you create the facts as they are, which means you can create a different result if you’re willing to face them head-on.
How can personal development improve leadership and growth?
I think personal development is crucial. If you’re not actively working on self-improvement, you’re limiting your potential. Doors that could open for you won’t. Personal development is about growth in all areas: as a leader, a spouse, a parent, and in emotional, spiritual, and physical aspects.
To become the most effective leader, do the work on yourself. Find a personal development path that suits you, whether that’s through your church, well-known figures like Tony Robbins, or programs like Garrett J White’s. I’ve spent nearly 39 years on personal growth, and there’s always more to learn. Stay “grateful but not done.”
Beyond that, some excellent books guide our custom operating system. If you know Gino Wickman’s Traction or Vern Harnish’s Scaling Up, you’ll recognize some of the concepts. Good to Great by Jim Collins is also key. Collins talks about how there isn’t a single moment that makes great companies great. A catalyst might kick-start things, but greatness is built by a “critical mass” of actions.
For example, establishing clear values, purpose, and a “Big Hairy Audacious Goal” (BHAG) won’t immediately add a million to your bottom line. It takes time to make an impact. Collins also discusses “Return on Luck.” He says that luck, good or bad, is random and affects everyone equally. But what matters is how prepared you are to take full advantage of good luck when it happens—and to survive bad luck, which is inevitable.
In business, the big question is whether you’re ready for these moments. Good luck alone won’t propel you to greatness, but bad luck can end it all. Collins’ Good to Great is research-based and incredibly insightful—highly recommended reading.
*This interview has been edited and condensed for clarity.*
