'Workin 9 to 5
What a way to make a livin
Barely gettin by
Its all takin
And no givin
They just use you mind
And they never give you credit
Its enough to drive you
Crazy if you let it...'Dolly Parton
Yes, these were the 2003 lyrics of the overstressed, overworked women executives doing her best to make it in a man's world.
Unfortunately, these words are now too often heard from women entrepreneurs who are juggling as fast as they can in order to keep all their balls in the air. If this is you, this Blog is for you.
More and more women are starting their own business after years of putting in long hours and basically running the show at their place of work. As middle managers, operation managers, marketing managers, human resource managers and senior vice presidents, these women are ready to go it alone, start a business and take control of their work hours. Afterall - there are 24 hours in each day - why not use them on our own terms.
Having been active in the workforce for decades, these women have the connections necessary to start a business with at least a client or two and build on past performance. If you have been following me you know that you are your brand (or should be) and by taking the appropriate steps you can get your business off the ground spreading the word of the launch of your startup. You'll be able to count on some to give you a chance - as you are just getting out of the gate - to show how your new business can help them achieve better results for less money. I don't need to tell you that your unique proposition better include a way for your firm's previous customers to get more for less by navigating their business over to your new firm.
Of course, depending on your relationship with your previous firm you need to consider noncompetes if they were signed during your tenure at the company. If not - go for it! Otherwise, review with a good business attorney before stepping on your previouis employers toes. More than likely, you won't have problems with this unless you have stolen company databases, secret sauces, or intellectual properties of some kind.
The key ingredient is can you provide adequate product or service from a startup? This is where your juggling will get you in trouble!
You have strengths and weaknesses that got you to where you are today. Just because you now operate your own business you cannot expect your weaknesses to disappear or lessen. As my previous Blog revealed, a CEO must know when and how to delegate certain tasks in order to build a successful company. If your background has been in management you have experience in managing people - this is a strength you must build on. Once you have brought in enough customers to get the business off the ground financially, bring in the right people who have strengths where you have weaknesses. For example, most managers I know have strong operations abilities including budgeting and planning. Their weaknesses generally are in sales and sometimes in visioning for the future. If this is you - immediately begin the search for a sales person - even if you start them as an independent contractor on a 1099. If they work out and sales grow it won't be long before you will be able to add them as a full time employee.
And, don't be afraid to seek out a business coach - an objective sounding board to listen to your thoughts about growth and future plans. A good coach will pay dividends immediately by keeping you accountable to focusing your time working with your strengths and outsourcing your weaknesses. Too often, while we are juggling all the aspects of the company, with family, friends and community we lose sight of how tomove the business forward.
Think about it -- how many people do you know who can move forward while juggling dozens of balls in the air?