It's probably wise to stop doing 20-dollar-an-hour work and consider whether it’s time to make that next (or your first) hire. Here are six signs you’re ready to stop juggling and start delegating to a new hire.

1. You have efficiencies in place.

Before investing in your next new hire, make sure your current team is working to full capacity. If their hours are billable, create a budget for the time spent on each project. You may be able to crank out a job in a day or two, but your team members may not be as confident and experienced as you are. Some may tend to linger on a project when a strict timeline is not in place, thus losing money for the company.

If your team is not billable, ensure all job descriptions are clear, and tasks are completed regularly and efficiently. Studies have found that the average office worker is productive for only about 2 hours and 53 minutes per day.  A Salary.com survey revealed that 89% of employees openly admit to wasting time at work. These employees aren’t necessarily slacking; the human brain is not built to hyper-focus on tasks for a straight 8 hours. Clear directions, breaks, and a boss who leads by example will help mitigate these concerns.

2. You’re doing too much billable work.

If you’re a photographer, designer, landscaper, or any business owner who clocks billable hours, you need to know when it’s beneficial to be on the clock versus growing your business. There are projects only you can do (until your company is profitable enough to replace you). If you’re stuck behind a desk or out in the field most of the time, who will find the next batch of prospects? Who will create and build the long-term vision for your company?

3. You have a proven marketing strategy in place.

There’s no sense in hiring another person, no matter how busy you are in the moment, if you don’t have a way to pay their salary and other expenses. I ask business owners the following question to help them gain a complete perspective on their business’s potential for growth: If you could add another twenty hours (or more) a week to your availability, how quickly, and how much could you grow your business?

Most entrepreneurs reply instantly, suggesting that they could scale quickly. What is your answer? Write down precisely what you would do to bring in more business. This is the foundation for your marketing plan. Work with your coach or mentor to build out the plan with a timeline and projections on growth potential. Now you know how long it will take for you to pay for the extra headcount and sustain the growth.

4. You’ve evaluated affordability.

If you're struggling to cover monthly expenses or carrying high-interest debt with no clear plan to pay it down, hiring may need to wait — or be done strategically (like starting with a part-timer or contractor).

Ask yourself:

• Can your business cover your current operating expenses, including your own compensation?
• Do you have at least three months of payroll saved or a reliable revenue stream to cover it? Your proven marketing strategy can help.

If the answer is “no” to these questions, take a breath. Get clear on your numbers first. A well-timed hire can be your most significant growth move. A premature one? A cash-flow killer.

That said, if you're close — and especially if you're still doing tasks that someone at $20/hour could do — a strategic part-time hire or outsourced contractor might be the bridge between burnout and breakthrough.

5. You have training and onboarding processes in place.

It’s a horrifying experience for the entrepreneur, their team, and their new hire when a new person is plunked down at a desk with no clear definition of their job, goals, and daily tasks. Assign the responsibilities for onboarding and training to yourself or another qualified party:

Create a 30-60-90 Day Onboarding Plan

• Week 1 orientation/training
• Training for key tools and platforms they’ll need to learn
• Goals for each month of their first 90 days
• Regular check-ins for feedback (yours and theirs)
• Add them to payroll and your benefits program if you have one
• Inform them of your PTO policies. (At some point you’ll need an employee handbook)
• Have their computer login credentials ready
• Set up their email and access to the programs and apps they will use

6. You are diligently developing your leadership skills.

Leadership may or may not come naturally to you, but masterful leadership skills are developed with intent, and over time. You can’t define your leadership style without defining your company culture and values first. Read books and blogs, listen to podcasts, but most importantly, work with a leadership and business coach to help you know yourself and who you are as a leader.

All of this might sound like a lot of effort, but ask yourself this: Would you rather spend your time and energy doing low-wage jobs or billable work for little in return or do fewer of these things so you can grow your company, increase your take-home, and actually spend time at home without working?

The post Still Wearing Too Many Hats? How to Know It’s Time for Your Next Hire appeared first on Marla Tabaka.

Today, four years later, Sally’s business employs 15 individuals and generates about five million in gross sales; her salary is generous. Yet, among the growing pains of a small business, achieving equitable pay scales for her employees has been challenging.

It’s not difficult for entrepreneurs to decide what and how to pay themselves, but it’s more challenging as you build your team. How much should you pay employees? How can you keep salaries fair and reflective of experience and contribution? How do you prevent your company from overspending on payroll?

Your first employee comes on board, and you think, hmm, I have about $40,000 remaining in my budget, so that’s what I’ll pay this person. That can work, but then your second, third, and eventually tenth and eleventh employee comes along. The $40,000 you pay your current employee isn’t enough to attract new talent, so you pay them more. This cycle perpetuates itself, and before long, you have a valuable and experienced team member who’s been with you for two or more years, making less than the new person with less experience. Payroll is a mess, and when word gets out, morale is even worse.

Use equitable pay scale ranges to solve this payroll dilemma.

Is it time to grow your team? There are many things to consider, and most entrepreneurs fail to look at the future financial picture before they take this important step. After all, you don’t know what you don’t know, right? Here’s a simple plan to help prevent a division in your culture and a negative balance in your business bank account.

Create an organizational chart.

Looking three to five years into the future, what positions will you hire for to achieve your projected growth? Create a list of job titles (not names of existing employees).

Research pay scales for each listed position in your geographical area. If you are a remote business, you must research the areas where your employees live. Some websites, like payscale.com, charge a fee to keep national and local averages up to date, but as a small business owner, you can use ziprecruiter.com or indeed.com to do your research. There, you can find a scale for the job you intend to fill, from low to high.

Create a pay range for each position.

Now that you know the salary range, separate it into three sections so you have three pay ranges within each pay grade. For a pay grade with a $50,000 salary limit, it might look like this:

$39,000 – $43.500

$43,501 – $47,000

$47,701 – $50,000

Now, assess what skills, experience, and qualities are for each range in your pay scale. For instance, say you’re hiring a coder. You will pay someone right out of school a different wage than someone with three to four years of experience. You’ll pay someone with eight to ten years of experience, eager to help your company grow, and a great fit for your culture, far more than you’d offer the newcomer to the industry.

Now, list the levels of experience. Identify,

• How applicable must the experience be to your industry and goals (how much training is necessary)? Will a software engineer from the banking industry seamlessly fit into your software development company?
• What level of education is the bare minimum your new employee needs?
• What skills would be ideal for each pay grade level? Again, how much training will they require?
• Whether they will manage other employees.

You can identify any markers that apply to your company and industry.

A pay scale will make your payroll system fair and equitable.

As you answer the questions above, you will create a clear, easy-to-understand scale with bullet-pointed qualifications, which is important on many levels. It will:

• Prevent pay bias in the hiring process.
• Take the guesswork out of your process when making an offer.
• Help you offer clarity to employees who ask for unreasonable raises (more on this later).
• Help to prevent your business from overspending on payroll.
• Create a fair and balanced payroll system.

Before you conduct an interview, use the CV and your new system to get a general idea of the pay range for your candidate.

How do you create equity if payroll is already imbalanced?

This pay scale system will prevent future discrepancies, but what if your pay scales are already imbalanced? Using the computer engineer example, what if the person you hired three years ago earns $50,000, but today, you must pay a second person of equal talent and experience $65,000? Unless you are willing to lose your original person, you will have to adjust their pay to match (at the minimum) your new employee. Keep this in mind as you hire new talent; the payroll cost will increase substantially because of this pay adjustment if one is necessary. If your original computer engineer is amenable, you can make this adjustment over time, but you would risk a morale issue.

How to manage raises and promotions.

There are many different types of raises, but I usually suggest that a small business owner focus on only three:

Cost of Living (COLA).

The US Department of Labor determines a cost-of-living adjustment (COLA). Since 2021, the increases have been on the rise since living in the US has become more costly. However, just because the Department of Labor says the COLA is 4.5% does not mean you must offer 4.5%. Offer what your company can afford; otherwise, your employees could be at risk if your company struggles financially.

Completion raises.

I often suggest that my clients begin a new employee as a contractor (1099) for about three months before converting them to W-2 status. This tests if the employee and employer are a good match, whether or not the employee can deliver as anticipated, and if the job will keep the person engaged and productive. At the 3-month mark, if you bring your contractor on board, a pay increase is a great show of faith and goes a long way to keep your culture intact.

A completion raise is also applicable to goal completion and increased education experiences. A significant raise is certainly appropriate if your team member completes a training program or returns to school for an applicable degree. When you do a performance review and offer a list of goals to an employee, a raise may be in order once they successfully achieve the goals. Large project completion may merit a bonus or increase in pay.

Merit raises.

Each time you do an employee performance review, giving them goals and suggestions for advancing skills, education, or goals is wise. This is the time to discuss how they get along with other employees and customers. As they achieve these benchmarks, a merit raise is advisable. Hitting benchmark years at your company is another reason for a merit raise.

Side note: Many small business owners neglect ongoing or annual employee feedback. Remember this: Your employees are your number-one asset. Do not neglect them or fail to acknowledge them. In terms of importance, they come first.

Promotions.

Too often, I hear that employers add to the responsibilities of their employees without proper compensation. This is especially true when an employee is asked to manage others. The salary for a manager is higher than someone whose responsibilities end at their own performance. Promotions are based on performance, need, and team members' ability and willingness to grow.

Generally, reviewing pay structures regularly is a good idea to ensure that all employees are paid at levels comparable to those for similar positions in the market. Keep your team members happy and engaged, and your life will get easier—your business will be more profitable!

The post Fair Compensation Blueprint: How Small Business Owners Can Build Equitable Pay Scales appeared first on Marla Tabaka.

In the world of entrepreneurship, the notion that leaders are born, not made, is a long-standing belief. However, in my experience of 20 years as a business coach, I've learned that this belief is a myth that needs to be debunked. Leadership is a skill that can be cultivated and refined over time. I know because I help entrepreneurs develop their leadership skills and have the privilege of witnessing the before and after. The shift is powerful, but at least two limiting factors could get in the way of advancing your leadership skills: lack of confidence and the belief that you must be someone you're not to lead successfully.

Leadership is not about becoming an extrovert when you're not. You are no less a leader if you weren't born sociable and outgoing. Excellent leadership is built upon authenticity and trust. If you try to be someone you're not, you will fail.

So, how can you strengthen your skills while being true to who you are and your core values? The first thing to know is that leadership skills can be learned and honed through experience and education. And no, I don't mean a Harvard degree. The information you need is right at your fingertips.

There are developmental building blocks, mindset shifts, skills, and qualities that you already possess to get you on your way to step into the shoes of an outstanding leader confidently. It's time to Bullshift™any beliefs that you're not cut out to lead.

Test your leadership abilities with my free download,
“50 Tough Questions You Never Ask Yourself But Should.”

The Building Blocks of Leadership.

Picture leadership as a puzzle with pieces that you can assemble over time. The puzzle pieces represent skills like effective communication, emotional intelligence, adaptability, and strategic thinking. These are not innate traits but learned behaviors that you can hone through practice, experience, and confidence. You can build these skills over time, but also by observing the great leaders of our time through reading, listening to podcasts, and surrounding yourself with people who possess the qualities and skills you wish to enhance and develop.

Embrace a Growth Mindset.

Embracing a growth mindset is the cornerstone of leadership development. It's about believing you can develop your abilities, skills, and even your intuitive senses through dedication and hard work. When you limit yourself with negative beliefs about yourself, money, and the world around you, opportunities and valuable learning experiences will be missed and misunderstood.

Lean on your values.

When business owners contact me to discuss coaching, they usually feel a bit (or a lot) lost. They would give anything for a compass of sorts to guide them through their next steps and choices. Here's the thing—you already have an internal compass, and you need to lean on it to help you at every step along the way. When you identify and live by your personal and professional values, you'll make better choices, feel less confused, and gain clarity about yourself and your company's future.

Your values will help define your company's culture, another thing too many business owners neglect to do.

Contact me for a complimentary consultation if you'd like to learn more about defining your values;
it's one of the most significant things you'll do to develop into the leader you want to be.

Don't mistake empathy for weakness in leadership.

Great leaders can and should have empathy. This quality doesn't make you soft or weak; it's a strength and honorable leadership trait. The problem for highly empathetic people is that they sometimes need more confidence to make tough choices and to speak up without fear of hurting someone's feelings or confrontation. Empathy-driven leadership gets results and indicates a high level of emotional intelligence.

Emotionally intelligent people can use their feelings and intuitive senses to motivate themselves and others. They can understand and consider their team members' feelings to make sure each employee works from their best skill sets, not in areas of weakness. Empathetic leaders resolve conflict well because they can see and understand the nuances of a dispute or disagreement. Emotional intelligence also allows leaders to form intentional bonds with other people, connecting on a level that other leaders may not. If you are empathic, it can become your greatest strength, not a weakness.

Leadership is not an exclusive club for the chosen few; skills, experience, and qualities can be cultivated, nurtured, and refined. By adopting a growth mindset, continuous learning, and drawing inspiration from the great leaders of our times, you are already on the path to becoming the leader you aspire to be.

The post Afraid Your Leadership Skills Suck? BullShift!™ appeared first on Marla Tabaka.

Experts will tell you to hire employees to take the load off so you can focus on business growth. As a business coach, I often suggest that clients onboard employees as they scale. However, a few key components must be in place before you expand your team.

Most often, small business owners skip over game-changing business-building steps because they're too occupied to put thought into them, but this lack of diligence always backfires.

Don't be that small business owner.

You decide it's time to take the plunge and hire your first (or next) employee. You think about what that person can do and how much time a new hire will free up for you. So, you whip up a job posting or spread the word through your community, and, voila, you find someone. You ask the standard interview questions, size them up, and perhaps check a reference or two, and your new employee starts on Monday. Cool!

Or, maybe not so cool. You may think the hard part is done at this point, but that's far from true. At this point, budding entrepreneurs need to learn to think like a leader rather than someone in the trenches. Now, you not only have to protect yourself from failing but also your growing team.

3 ways to set employees up to fail.

1. You don't give your new hire a steady foundation.

You may have a job description, but you don't have any training, implementation processes, or written documentation in place. Without a solid foundation, you throw your new person into the deep end without a raft. Rescuing your employee is time-consuming and frustrating; it was easier when you were solo!

Many entrepreneurs put these oversights in the category of employee empowerment and tell themselves they will not be a micro-manager. Really, this belief only serves to make the business owner feel better, but you can't hide behind it for long. Empowerment is built upon solid training and an understanding of the company's signature goals and direction. Your employee may attempt to do things right, but without consistent guidance and processes in place, they will struggle and most likely fail to meet your needs. There's a big difference between micro-managing and providing your team with education, support, and training.

2. You're unclear about your small business's growth vision.

Entrepreneurs have plenty of ideas for future growth and expansion. The problem appears when all these ideas merge murkily, causing a lack of clarity, confusion, and overwhelm . These murky waters lead to a team that also lacks clarity and feels overwhelmed and confused by your inconsistent leadership and direction. You may hire for the wrong positions and skill sets, leaving you with one or more team members who may be decent employees but cannot grow your small business with you. They just won't be a good fit for your ultimate vision.

3. You have not designed your company culture.

You have yet to think about what you want your company culture to look like or what values will guide you to that goal. Understanding your company and personal values to design an internal and client-facing culture gives you a roadmap for everything you do, including who and why you hire. For instance, if you hold a value that indicates honesty, integrity, or trustworthiness and hire a salesperson who promises anything to get the sale, you will have very unhappy customers. This person will also cause conflict with other team members who do represent your culture of integrity.

You don't know what you don't know about growing your small business.

Leadership development is a new stage of growth for most small business owners, and this process has many layers. While it may not seem apparent, your leadership abilities need to kick in before you hire employees, not after. It is difficult for most people to figure out how to

1. Make the time to develop processes, identify culture goals, and develop a vision
2. Get your ideas out of your head and into play
3. Gain clarity about the what, how, and why
4. Implement your ideas
5. Just about everything else!

This educational piece of professional and self-growth is why business coaches and mentors exist. No, you don't know what you don't know, and you're not meant to do it alone. Surround yourself with a supportive team of non-employees before you become an employer, and you will save yourself much disappointment, money, and time!

Are you interested in growing your business to add more freedom, security, and well-being into your life? Please contact me to see if I can help. Let’s chat and learn more about one another!

The post 3 Ways Small Business Owners Set New Employees Up to Fail appeared first on Marla Tabaka.

Allow me to tell you a story.

One entrepreneur’s business took off during her second year of coaching with me. In addition, her husband started a company of his own, which grew quickly and substantially. Their 2022 combined household income was three times what it had ever been. This year, both businesses continue to flourish.

I always remind my fast-growing business clients to meet quarterly with their accountants to double-check numbers, plan spending, and ensure their earnings are appropriately taxed. However, working with a business coach is a new experience for most clients, and they don’t always realize the importance of a quarterly financial checkup, so many small business owners neglect to heed this advice. They are well-meaning, but things get busy, and important meetings get placed on the back burner. As a result, my client just got hit with a state tax debt of $10,000 for 2022. That was manageable, even though it was disappointing. But it wasn’t as upsetting as the $100,000 IRS tax debt notification she received two days later!

Why did this enormous tax debt happen? Because the client’s accountant had adjusted quarterly taxes at the end of 1st Quarter but not since. Scheduled meetings would have prevented these shocking tax debts seven months into the following year. Sure, these taxes need to be paid one way or the other, but you can imagine the infuriating surprise of an unexpected bill of this size. It’s better to pay taxes on a schedule than to receive a shock like this one.

Business Coach Advice: Don’t let that happen to you!

Now is the time to delve into operations, bookkeeping, goal assessment, and future planning for your business. I often advise my clients to schedule two or three days away so their time is free of interruptions and distractions. Book yourself into a lovely hotel just far enough away from home and work to keep distractions at bay. Tell everyone, including employees, friends, and family, that you will check in once at the end of the day and are otherwise unavailable. Use this time to follow the checklist below and complete what you can.

Important tip: Also, schedule an end-of-day massage and at least one decadent meal somewhere nearby!

Here is your 4th quarter checklist.

Begin now to clean up your 2023 plan and go into 2024 feeling good about yourself and your small business. The 1st piece of business coach advice on this list should be obvious by now!

Schedule a 4th quarter meeting with your business accountant.

Your accountant will know what to talk about, but here are a few suggestions:

• Ensure there are no tax code changes that will affect your business.
• Double-check your tax withholdings.
• Ask if you should increase your taxable spending.
• Review payroll to see if year-end bonuses or pay increases are possible.

Check on your inventory history and plan for future sales.

• If you carry inventory, be sure that holiday stock is on order. Allow time for delayed shipping and out-of-stock inventory.
• Do a review of the current year. Where did you fall short on supply? Plan for those months during the upcoming calendar year.
• Will you add new items for holiday gifting? What new product line ideas do you have for next year?

Revisit your other 2023 goals.

Are there remaining goals on your list that hold the possibility for completion yet this year? If so, forgive yourself, schedule time to work on them, or, better yet, think of someone to delegate them to, even if it’s a 1099 contractor. Be realistic about your goals; otherwise, you will let yourself down repeatedly. Of course, if lack of completion is an issue for you, hire a business coach to help you manage and eliminate this issue.

Review operations and documentation.

Have operations run smoothly in 2023? If so, congratulations! If not, any number of things could be to blame.

Plan for documentation of your primary processes and procedures in 2024. The lack of training materials is usually a significant problem for owners who see a lot of operations issues. Again, the main complaint about the documentation process is time consumption. I always tell my clients to imagine how much more time they’d have if they didn’t have to deal with a plethora of mistakes and oversights. Documentation isn’t only for training purposes; it serves as a guide in each job role. These materials give you a tool for effective employee reviews and dismissals, and it keeps your organization running smoothly.

What else is essential to know about clear and thorough documentation? It adds value to your company. This collateral is considered proprietary information, and should you ever sell or seek to be acquired, there must be processes in place before anyone takes you seriously.

Also, review staffing needs. Will you require an additional headcount or freelancers in 2024? If additional payroll is something you need to consider, add this to your accounting discussion. Schedule time on your calendar to define the job role and get your onboarding plans in place. This is another area where a business coach could be essential to the process.

Consider automation for 2024 or 25.

Customer Relationship Management tools are about more than just managing client relationships. These money-saving tools are a powerful means for running your business efficiently. A customized CRM will reduce errors and oversights. Your notifications to prospects and clients will go out on a timely basis. Your CRM will keep all correspondence branded and consistent, and it will track your job progress, flag issues, and be your project manager. Some will even integrate and track your inventory.

Some contractors specialize in customizing just about every CRM on the market, and you’ll likely find a list of preferred vendors on the CRM builder’s website. A contractor’s fee is well worth a reasonable investment. Do your best to work this into next year’s budget, but shop around for your contractor!

Create or revisit your 4th Quarter marketing plan.

Preparing a marketing calendar in advance with the big-picture strategy broken down into monthly, weekly, and daily bite-sized action steps is always a great idea. If you haven’t done this before, work with your marketing person or business coach to create your marketing calendar for next year. This task is a great 4th Quarter activity.

For now, consider your sales goals for 2023. Have you fallen short or exceeded your projections? Either way, it’s time to revisit or create marketing initiatives to achieve the current plan or continue to surpass your initial goals. Try something new or build upon what’s been working. If you set your sights on improving operations, realistic goals, and a solid marketing plan, you can and will increase profits in 2024. Who knows? You may be able to add revenue to 2023; it's not too late!

Book your hotel or getaway location today! If you’re so inclined, email me a few pictures, and I’ll include them in a follow-up blog later in the year!

The post Business Coach Advice: Boost Sales With This 4th Quarter Checklist appeared first on Marla Tabaka.

My clients achieve their goals, but for some, the reality of growing their small business is much different than they imagined. Here's the startling truth. There are several points within the process where you may question your decision to scale. You might even feel an overwhelming need to dial it back or give up. I often help my clients through these stages, and, fortunately, nearly all of them plow through until they feel good about their choices again.

To lessen or avoid the negative emotional impact of scaling your small business, here are a few questions to ask yourself as you create your plan.

1. What do I need to do now to reduce my stress later?

When small business owners are knee-deep in problems, the idea of becoming a true leader who works on the vision instead of the day-to-day operations sounds exciting and fulfilling. Still, you'd be surprised by how often entrepreneurs miss the simplicity of being the business when they initiate a growth model. Some wish they'd never hired employees and taken on more business because it now feels even more overwhelming than when they did it alone. This negative experience of expansion usually comes from poor planning and a skewed vision of the path to success.

It's wise to initiate your progression in phases and have a plan in which your function is clearly and realistically outlined for each process stage. It's also wise to accept that sometimes you'll take two steps forward and one step back. Growth is not a linear process.

To minimize the growth pains, consider these points:

• Avoid making personal or professional travel plans within six months of bringing on new employees. Training takes time. In fact, you're likely to feel more overwhelmed by all the training than you did before hiring help. Don't expect your new people to run the business in your absence until they can perform the job skillfully.
• You'll probably need new business to support payroll but be cautious about how much you add to the workload for at least a few months. Even if your new person or people have the skills to do the job, not all skills translate seamlessly from company to company. They still need plenty of your attention. Don't spread yourself too thin, or you'll resent your choice to build a team.
• Outsource work that doesn't need to be done internally, like bookkeeping, payroll, and freelance labor. Do this before you hire anyone else so you're not bogged down by managing more than one transition at a time.
• If you are offloading tasks to your new hire, begin documenting the steps in writing or doing videos before hiring anyone. Loom.com is an excellent resource for making your training videos. You will still need to provide additional training, but your new person will have documentation to check their work.

2. Am I a great communicator who listens, demonstrates patience, and understands the varying needs of different personality types?

Sometimes entrepreneurs make terrible bosses. There, I said it! If you are a creative, innovative visionary, you'll probably be the worst kind of boss. You don't like boots-on-the-ground activities like hiring, training, and building expansive systems to support your growth. One of the new leaders' most damaging mistakes is neglecting detailed, frequent, and thoughtful communication with their teams.

Never assume that any process is “just common sense” because the knowledge you possess is uncommon. There was a time when you only communicated with clients; now, you'll have more communication points, which creates a greater likelihood of error. Employing others will offer you every opportunity to learn patience and expertly communicate, but you may need a hand.

Hire a business coach who can help you grow your emotional intelligence and communication skills, learn patience, and create realistic expectations of yourself and others.

3. Do I have a skewed perspective on life balance?

A conversation with Jack Canfield offered insight about wealthy entrepreneurs that's useful to share with my clients with less wealth. Despite his success and wealth, the Chicken Soup for the Soul co-author still works fourteen-hour days for days and weeks on end. He said that when he's working on a new book or another big project, he locks himself away in his library and has very little contact with others. But then, when he sends that book to his publisher, he's off to Hawaii with his family for an extended vacation. Life returns to a pleasant balance until the next big project comes along.

Life balance is rarely about day-to-day perfection in your schedule. Look at balance as a whole life experience, not a daily part of your life. There will be periods when your personal life goes by the wayside, and there will be times when you experience the bliss of leaving everything behind to spend time doing the things you love outside of work.

Scaling your small business comes with its ups and its downs. Proper planning and an informed outlook will make the downs fewer and more manageable—but there's one last thing. Don't believe you have to do this alone! There are countless resources and people out there to reduce the burden and help you make the best decisions for you.

***Let's chat! We will investigate whether or not I can help you grow your small business with less stress and more success!***

The post You Want to Grow Your Small Business. 3 Tips So You Don’t Regret It appeared first on Marla Tabaka.

Experts will tell you to hire employees to take the load off so you can focus on business growth. As a business coach, I often suggest that clients onboard employees as they scale. However, a few key components must be in place before you expand your team.

Most often, small business owners skip over game-changing business-building steps because they're too occupied to put thought into them, but this lack of diligence always backfires.

Don't be that small business owner.

You decide it's time to take the plunge and hire your first (or next) employee. You think about what that person can do and how much time a new hire will free up for you. So, you whip up a job posting or spread the word through your community, and, voila, you find someone. You ask the standard interview questions, size them up, and perhaps check a reference or two, and your new employee starts on Monday. Cool!

Or, maybe not so cool. You may think the hard part is done at this point, but that's far from true. At this point, budding entrepreneurs need to learn to think like a leader rather than someone in the trenches. Now, you not only have to protect yourself from failing but also your growing team.

3 ways to set employees up to fail.

1. You don't give your new hire a steady foundation.

You may have a job description, but you don't have any training, implementation processes, or written documentation in place. Without a solid foundation, you throw your new person into the deep end without a raft. Rescuing your employee is time-consuming and frustrating; it was easier when you were solo!

Many entrepreneurs put these oversights in the category of employee empowerment and tell themselves they will not be a micro-manager. Really, this belief only serves to make the business owner feel better, but you can't hide behind it for long. Empowerment is built upon solid training and an understanding of the company's signature goals and direction. Your employee may attempt to do things right, but without consistent guidance and processes in place, they will struggle and most likely fail to meet your needs. There's a big difference between micro-managing and providing your team with education, support, and training.

2. You're unclear about your small business's growth vision.

Entrepreneurs have plenty of ideas for future growth and expansion. The problem appears when all these ideas merge murkily, causing a lack of clarity, confusion, and overwhelm . These murky waters lead to a team that also lacks clarity and feels overwhelmed and confused by your inconsistent leadership and direction. You may hire for the wrong positions and skill sets, leaving you with one or more team members who may be decent employees but cannot grow your small business with you. They just won't be a good fit for your ultimate vision.

3. You have not designed your company culture.

You have yet to think about what you want your company culture to look like or what values will guide you to that goal. Understanding your company and personal values to design an internal and client-facing culture gives you a roadmap for everything you do, including who and why you hire. For instance, if you hold a value that indicates honesty, integrity, or trustworthiness and hire a salesperson who promises anything to get the sale, you will have very unhappy customers. This person will also cause conflict with other team members who do represent your culture of integrity.

You don't know what you don't know about growing your small business.

Leadership development is a new stage of growth for most small business owners, and this process has many layers. While it may not seem apparent, your leadership abilities need to kick in before you hire employees, not after. It is difficult for most people to figure out how to

1. Make the time to develop processes, identify culture goals, and develop a vision
2. Get your ideas out of your head and into play
3. Gain clarity about the what, how, and why
4. Implement your ideas
5. Just about everything else!

This educational piece of professional and self-growth is why business coaches and mentors exist. No, you don't know what you don't know, and you're not meant to do it alone. Surround yourself with a supportive team of non-employees before you become an employer, and you will save yourself much disappointment, money, and time!

Are you interested in growing your business to add more freedom, security, and well-being into your life? Please contact me to see if I can help. Let’s chat and learn more about one another!

The post 3 Ways Small Business Owners Set New Employees Up to Fail appeared first on Marla Tabaka.

You Don't Need a Business Coach – Bullshift!

Oh, if I could count the times a thriving client has told me how hard it is to talk a fellow business owner into contacting another business coach or me. Even after hearing that my client grew her business from low six figures to a multi-million-dollar business while engaged in coaching. It makes me sad because many more entrepreneurs would succeed if only they had a good coach or mentor at their side. Entrepreneurship is lonely!

After leaving the stage at a speaking event a few years ago, an audience member came up to me and said, “Y-D-K-W-Y-D-K, brilliant!”

Huh?

“Those six words will change my life,” she said.

I still needed to figure out what she was talking about. Finally, she said I had used the term, “You don't know what you don't know,” and that it had never dawned on her. There is so much she doesn't know, and she is critical of herself because of it. But of course, she doesn't even know what she doesn't know, but it's natural, and it's ok–there is an answer! So, she created the acronym as a reminder.

You can only get the answers if you know the questions to ask. How could this entrepreneur learn to become a leader and grow sales if she's never done it before? How could she learn to balance her life as an entrepreneur, mom, wife, friend, and daughter if she's never run a multiple six or seven-figure business before? How could she get out of her own way to realize there's another way to find the answers? She didn't have to know it all; how could she?

You don't know what you don't know–but your coach can teach you.

If you're like this audience member, who by the way became a successful client, and you've never scaled a company to this level before, there are countless things you don't know and wouldn't ever give a second thought to unless someone brought them into your purview. The in-depth, ongoing process of building a full-blown, thriving culture might be a good example. In coaching, you'll learn about things you've never even known to consider, and you'll have the support to step into a whole new world.

Growing entrepreneurs are challenged by things like:

• Clarity and creating a long-term vision, goals, and plans.
• How to manage an overwhelming workload and stress.
• Moving from the self-employed space to the leadership role.
• Understanding the difference between culture and brand identity and how to develop both.
• Hiring for culture fit, not only skill.
• Finding the financial means to hire staff.
• How to handle difficult conversations.
• The nuts and bolts behind converting your team from 1099 status to full-time employees.
• When to hire an accountant, a lawyer, or other outside professional.
• How to balance their life and personal needs with the demands of a growing business.
• How to remove themselves from everyday operations.
• Creating fee structures and policies, both internal and customer-facing.
• How to manage guilt, low self-confidence, fear, and other common emotions.

This list is just the tip of the iceberg; every business owner is different in terms of personality, business experience, vision, and baggage from past experiences. There is magic in a good coach/client relationship. The simple act of externalizing your problems and ideas with someone who's experienced, who gets it, and who is a good listener makes the whole endeavor worthwhile.

Still not convinced? Take a moment to read one of my past articles, Should I Hire a Business Coach? 3 Signs That You're Ready. And remember this: A coach with integrity will not accept a client they don't believe they can help, including recouping the cost of coaching (in most cases). A conversation usually costs nothing, so it can't hurt. I'd love to hear from you, but mostly I would love for you to explore the idea—with me and/or other coaches. You deserve it!

The post You Don’t Need a Business Coach – Bullshift! appeared first on Marla Tabaka.

Consciously build a powerful company culture. Otherwise, it will build itself…and you will not like the results.   — Marla Tabaka

What does it really mean to build a strong culture? For some entrepreneurs, the very word conjures up images of employees dancing on desks, playing pool in the break room, and napping away in comfy, soundproof enclosures. While providing a fun environment may be one component of a thriving company culture, there's so much more to it.

If you want to stand out from your competition, keep your rock star talent from jumping onto another stage, and glean nothing but the best from employees at all levels, always remember Rule 11 from my 51 Rules of Leadership Excellence. Build a company culture based on your own values, but don't forget these eight musts.

1. If you want to be trusted, you must trust.

A culture of mutual trust is imperative. If you behave like a helicopter parent, overseeing, or worse, taking over every project, it will directly conflict with building trust. What if they make a mistake? I think any successful entrepreneur will tell you there is no mistake you cannot recover from. Give your employees clear guidelines and let them spread their wings.

Also, always do what you say you will unless there’s a good reason not to. If an employee is due for a raise, give it to them on time. If you say you will have weekly team meetings, be there. If you promise to add a team member to lighten the load, make it happen.

2. Determine your purpose.

Everyone needs a purpose in their lives; this is just as true in businesses. The purpose is the “why” behind what you do. If your company's purpose is only about making money, employees won't stand behind it for long. If the purpose is compelling and gives them a great reason to work at your company, it will attract passionate employees who want to fulfill your company's purpose.

If you create a purpose that benefits humankind, not just your company, you will attract and retain employees, which will produce the same effect on your customers.

3. Create a compelling vision.

If you don’t have a vision, you can’t get there. A compelling vision is short, clear, and achievable—albeit out of reach in the current moment.

For example, ex-Dunkin' Donuts CEO (and son of the company founder) Robert Rosenberg created this vision for Dunkin's future: “To become the dominant doughnut and coffee provider in each and every market” in which it competed.

Clear, concise, and probably achievable, but how? Metrics, KPI’s, and consistency.

The key is to sift through all the possible metrics and KPIs to determine the goals that best define success. Dunkin’s early objectives were:

• To have earnings per share grow at 15-to-20 percent per year.
• To have store-level economics achieve at least a 15-percent return on investment on average.
• To have debt never total more than three times EBITDA.

The company measured plenty of other things, but these objectives mattered most. This meant other goals had to support those objectives; otherwise, they weren't important.

Do your best to make your vision short, memorable, and repeatable. Long or confusing paragraphs cannot guide employees' thoughts, decisions, or actions, mostly because they can't remember or repeat it.

4. Clarify the values within your company culture.

Values let your team and the outside world know what you are all about. To come up with your company's values, first, explore your own personal values and use those to create values to guide your company toward success. Avoid double-standards.

For instance, most entrepreneurs value freedom, both personal and financial. Yet, many don’t extend that value to their team. If you wish to be financially independent and have flexibility in your schedule, wouldn’t it make sense to extend the same opportunities to your team, within reason, of course. If financial freedom is essential to you, pay your team well, and you’re more likely to achieve the goal. They will be committed, hard-working, and focused. If your employees feel safe financially, it gives them one less thing to worry about so they can concentrate on their job.

You can have any number of values; it's up to you, but remember that your values will direct how you do things in the future, so choose wisely.

5. Create unique/WOW factors.

Unique/WOW factors for your company may be the single most important thing in business today. Why should anyone want to work with or buy from your company? What is unique or WOW about it? Does what you sell or deliver stand out from the rest?

Having a unique/WOW factor should not only be for what you sell, but how you deliver it. This is especially true for a commodity or a service, as in those cases, what you sell may not be that unique in the first place. Be different! If everyone is building fences, dig a tunnel!

6. No jerks allowed.

I can't say this often enough: Hiring for skill alone will doom you to misery. Hire people who fit in with the intentional design of your culture. Hire people who have a proven work ethic and are team players. Hire for creativity and personality. Sure, experience and skill are important, but not nearly enough to take you to the top of your industry.

Create an interview process with questions that will compel your candidate to discuss their values, vision, skills, and professional and life experience. Don't rush through the search and hire process to get a warm body onboard; know your new hires.

7. Your company culture should encourage growth and ownership.

A strong company culture isn't just about teamwork and camaraderie; it's about encouraging your employees to see their job as more than just a job–to own their job and their ideas. Once you've built this collaborative, trusting environment, your employees will bring ideas to the table. If it's their idea, put them in charge of it! If an employee wants to learn something new, provide the support for them to do it. Today, innovative companies don't hire employees to remain in one job for an eternity; they hire innovators who will contribute to the future of the company in a powerful way.

8. Communicate, communicate, communicate.

Poor communication issues are at the root of many failures, and where I see entrepreneurs fail most often. You have a recipe for disaster when one hand doesn't know what the other is doing. But communication about processes and workflow aren't enough. Drill your values into your employees with ideas like those above and demonstrate them in your own behavior. Be authentic and, at times, vulnerable. If an employee isn't performing up to par, don't let your frustration and disappointment grow; engage in thoughtful conversations about it and create an improvement plan. If an employee has a win, celebrate!

Building a distinctive culture is not an overnight event, and it's not always easy. You'll hit some bumps in the road; remember Rule number 6: Never forget that your team, not your product, not your bank account, is your number-one asset.

The post How (and Why) to Build an Intentional Company Culture appeared first on Marla Tabaka.

You launched your company, how long ago now? And you've spent much of that time doing whatever it takes to grow the customer list, sell, and deliver. But lately, you've realized you're not getting beyond the point of making just enough money to survive if you're lucky. The good news is that if you're making just enough, there's probably a market for what you do. The bad news is that if you continue to mop the floors, you won't grow much—as a leader or a company.

This realization is one reason that drives many business owners to seek me out as a life and business coach. Odds are, you're a natural-born leader, but that doesn't mean there's not a lot to learn. It's one thing to operate your company and quite another to take it to the next level with solid leadership skills. Let's look at some of the common stumbling blocks I encounter with the founders who are ready for a change but aren't making it happen.

Business owners who are stuck believe they can't afford to hire.

I always say, “If you believe it, it's true!” I have yet to coach someone who couldn't afford a new hire. That's because, together in coaching, we quickly identify creative ways to secure the ongoing funds for a new hire.

You create a game plan when you work with a business coach. You'll have a growth strategy, and when you bite the bullet and hire someone to do the work that takes up much of your time, you'll be free to bring in new business. However, if you transfer your time from one mundane task to another, you'll fail. You must have a plan to increase the company's profits before outsourcing or making a hiring decision. Sometimes the answer lies as close to your existing client list, a company or individual willing to increase their spending. Don't hesitate to go after this low-hanging fruit; all they can do is say yes or no.

Get an employee training process in place.

Before you delegate anything, have a training process in place. If the work that keeps you from growing your business is computer-related, record your screen as you go through each step of every process. Find a way to easily document the work you do and use this documentation in your training. Your new employee can do the work to make it pretty, so don't worry about how it looks.

Be courageous about delegation.

Your new people are more likely to do things differently than you and less likely to do it all wrong, which is what most entrepreneurs fear. Different isn't bad if it gets the same or better results. If they make mistakes, correct them. Yes, it is that easy. Time-consuming? Sometimes, but in the long run, not so much. This mental adjustment is one of the most challenging for entrepreneurs. I hear it all the time, “By the time I teach someone else to do this, I could have done it myself.” Oh sure, that's true, but how often do you want to repeat tasks that don't grow your business? Bite the bullet, do some excellent training, and let these jobs go.

Leadership means building a team you can trust.

Whether you hire one or multiple people to help you grow, they must be the right people. It's one thing to outsource small tasks or hire a bookkeeping service, but you must select your team members carefully.

The biggest problem with new business coaching clients who already have people on board is that the founder hasn't developed a desirable culture before onboarding. We'll get into some of the nuts and bolts of this in the culture development article two weeks down the road, but for now, suffice it to say that you need to hire people whose values coincide with your own.

If, for instance, you want an organization where people feel fulfillment in their work, but you hire someone who wants to punch the clock for the paycheck, neither of you will be happy. Work with your business coach to identify the core values to introduce into your company culture and create an interviewing process that explores the values of your applicants. When your people possess values that identify closely with your own, you will build mutual trust and respect.

Great leaders mentor their employees.

Some entrepreneurs have strong opinions in opposition to mentoring employees, to the point where they call it babysitting, which they claim they don't have time for. I assure you that mentoring your employees will substantially increase retention and job satisfaction. Solid mentorship opportunities will attract high-potential job candidates eager to learn and advance. As you lead and mentor your employees, you will notice that sales growth and other goals are achieved faster. And lastly, things will be done right, which brings us full circle to why you probably don't want to delegate in the first place—a fear of things not being done correctly. Teaching and guiding your employees is the only way to guarantee your desired results.

Set mutually agreed-upon goals for your employee(s), and don't let those targets linger in the ether. Do brief weekly and longer monthly meetings with your team members to review and guide them. This time will come back to you tenfold.

Hire slow, fire fast.

Hire slow. Have a process that will help you locate, interview, and onboard individuals who will contribute talent, skill, and positivity to your culture. If hiring for a critical position, take your top candidates to dinner or another activity. Invite their significant other, even their kids. Talk about hobbies and interests outside of work. Make sure your values are aligned.

Fire fast. Again, do what it takes to train, support properly, and mentor your employees. When they make mistakes, review them honestly and restate your expectations. If costly mistakes continue, it's time to let go.

One bad apple can spoil the whole team. It's not easy to let go of an underperformer or someone with a negative attitude, but these characteristics are toxic and contagious. Whether it's due to attitude or poor performance, don't be afraid to fire someone. I've seen entrepreneurs hold on to a poor fit out of fear, which never bodes well for the company.

Are you afraid that you'll get stuck doing the work? That you won't be able to find a replacement? Perhaps it's simply conflict avoidance on your part. If that's the case, know this: If you have an employee who is a poor culture fit and an underperformer, it inevitably means they too are unhappy. Everyone will find happiness on the other side of their walking papers.

Practice what you preach.

As you grow your culture (more on this later in this series), you will identify values that the company and your team live by. Let's say you have a value such as flexibility, which might mean your team can work with some flexibility and your company is flexible in resolving your clients' issues. Now let's say that you are inflexible and narrow-minded; your team and clients will become frustrated and eventually leave.

A little bit of tough love here. If you experience resistance, poor attitude, and unsatisfactory performance in a team member you've carefully selected, look in the mirror first. Most often, the leader fails, not the employee who was once the perfect fit for the job. Have you been embodying your own company culture? Have you been living up to your standards, keeping your promises, and demonstrating positive values to your team and customers?

Be a decision-maker and take inspired action.

Creative and driven employees and expectant customers want to see your products and services evolve. Too many entrepreneurs have let great plans and ideas stagnate and die. I suggest a quarterly off-site, whether it's with employees, your coach, or just you, to review growth goals and any changes that will lead to better efficiencies and an improved work environment.

There are times when circumstances prevent business owners from achieving specific goals, but most often, procrastination and fear-related issues stop us in our tracks. If you are indecisive or don't have your priorities in order, your behavior will be reflected in your team's performance.

Leaders have an appreciation for learning. Build time into your schedule to read, listen to podcasts, work with a coach, and travel to conferences. Primarily, be open to feedback and embrace change. I've never worked with an entrepreneur who does these things and still fails.

The post How Solid Are Your Leadership Skills? Review Your Leadership Mindset appeared first on Marla Tabaka.