A Job Description for the Business Owner

This book could not have been written without the support of the employees and partners of Visotsky Consulting, Inc. They are incredibly dedicated to their work and are committed to helping business owners. I want to express special thanks to the business owners who graduated from our Business Owners Program. Many of the ideas for this book came from my conversations with them.

One might consider this book to be quite unusual. It is not about how to start a business, or how to earn millions. And it is not for those who dream only about creating their own businesses. Instead, the target reader for this book is someone who has already created his or her own business and continues to participate in the daily activities of the company.

Those who have founded their own businesses often fall into the trap of being too involved in or personally performing the day-to-day operations of the enterprise, only to find they cannot escape—sometimes for a lifetime. They set up companies to achieve their dreams, yet years later they feel like hamsters spinning on a wheel. To some extent, any founder of a company knows that his or her main purpose is not to solve daily operational issues personally. They understand that in focusing on strategic matters, they will be able to contribute much more to the business than by simply making sales or managing technical issues. There is a reason why most small to medium-size business owners cannot escape the daily grind and thus continue to be more like clerks at a grocery store, never “growing out of their first pair of pants.” One might say they become victims of their own success.

People like to continue doing the things about which they feel competent. That makes sense. Success is usually based on a high level of competence, and that includes knowledge, skills, and experience. New companies are created by enthusiasts, the experts in their fields, and it takes years and considerable effort to achieve that high level of excellence in anything. Real pleasure and comfort come only when such competence is acknowledged and results in a loyal client and customer base, an increase in revenues, and public recognition of the brand. It's very rewarding to receive well-deserved recognition. This natural to want to enjoy one’s success, but therein lies the trap: There is no desire to change anything fundamentally.