Comment: Owning a business can become overwhelming

Running a business is an incredibly challenging, rewarding experience. It can be overwhelming, too, especially when you’re also the business owner.

Owners who manage their businesses are ultimately responsible for every aspect of their company, from sales and marketing to operations and finances. And while they may be highly capable in certain areas, there will inevitably be tasks and responsibilities that fall outside their skillset.

This is a challenge that is often underpinned by a few key issues:

Many small businesses operate on limited resources, which often results in a lack of specialised personnel on hand. It’s not uncommon for owners to find themselves taking on tasks at which they’re not skilled because they can’t afford to hire someone else. This is especially true in the earliest days, when cash-flow is typically tight and profits low.

As the owner of the business, it’s natural to feel a personal need to be involved in every aspect of it. This is their baby after all, and they may have a strong sense that only they can understand what it needs – meaning they don’t ask others to share the burden of their workload. As a result, they may unwittingly miss out on expert guidance that could take the business to an exciting next level.

Tied in to that last point, many business owners also have an impulse to control all parts of their business. While this can be a positive trait in some situations, it can also be problematic when it comes to tasks outside an owner’s skillset, as they may not have the expertise or knowledge to do these well. Ultimately, this can hurt a business’s prospects.

One person can only do so much

What can you do as an owner-managed business owner to address these challenges, and maximise your capabilities? Below are some basic steps to get you started.

What tasks are you particularly good at? What tasks do you struggle with? Take time out to appraise these topics honestly. This will help you assess the true requirements of your business and recognise when tasks should be delegated to others who can successfully fill in the gaps.

Getting the right team around you is essential, and worth your investment for any future growth. If you don’t currently have the resources to employ permanent specialised personnel, consider creating a team of freelancers or contractors who can help with tasks as and when you need them. This is a cost-effective way to get the support you need without hiring full-time employees.

If you find you’re doing tasks outside your skillset because your skillset itself is lacking – and you want to address this personally – consider investing in training or education to improve those skills. The same, of course, goes for other staff members you work with.

Finally, work on acknowledging that balance of control and letting go. Sometimes this can feel extremely difficult, almost impossible; especially if you’re used to doing things in a certain way. However, it’s a necessary step if you want to scale your business and focus on what you’re good at. Remember: one person can only do so much.