“On” versus “In” – What’s the Difference Anyways? 

The title of this blog post might seem like simple wordsmithing, but the difference between working on versus working in your business cannot be overstated.   Let’s start with working in the business. You can think of this as your job. If you own a CPA firm, this is the time you spend filing tax returns. If you own a manufacturing plant, this is the time you spend fixing equipment. If you own a landscaping company, this is the time you spend with a weed eater in your hands. This is the job you fulfill on a day-to-day basis that has nothing to do with owning the business.   Next, working on the business refers to the functions an entrepreneur performs as a managing owner. Some examples include strategic planning, business development, M&A, etc. These are tasks or projects that produce more growth and/or create more efficiency.  You may recognize these responsibilities as the things you wish you were doing when you’re neck deep managing the day-to-day operations of the business. 

10 Signs You’re Too Involved in Day-to-Day Operations 

So, when do you know it’s time to take a step back from the day-to-day and work on higher impact initiatives? 

1. No Time for Strategic Planning: If you find that your days are filled with operational tasks and there's little to no time left for strategic thinking or long-term planning, it’s a strong sign that you're too involved in the minutiae of the business. 
2. Feeling Constantly Overwhelmed: A perpetual sense of being overwhelmed with daily tasks can indicate that you're taking on too much yourself. This often leads to burnout and can impede your ability to lead effectively. 
3. Difficulty Delegating: If you struggle to delegate tasks to others because you believe no one else can do it "right," or you find yourself re-doing work completed by others, you may be too deep in operational details. 
4. Inability to Take Time Off: Being unable to step away from the business for a vacation or even a day off without the operations suffering is a sign of being indispensably tied to daily functions. 
5. Lack of Process Improvements: If your business processes haven’t evolved because you’re too busy handling them as they are, it could be a sign that you’re too involved to step back and consider improvements. 
6. Stagnation in Business Growth: When the growth of the business plateaus or slows because you are unable to focus on new opportunities or innovations, this is a clear indicator that you're caught up in running day-to-day operations. 
7. Micro-Managing: Frequent micro-management of your team’s tasks can indicate a lack of trust in their capabilities and an excessive focus on operational details instead of overall leadership. 
8. Business Decisions Based Solely on Immediate Needs: If your decision-making is consistently reactive—focused only on immediate needs rather than aligned with a strategic vision—you might be too involved in the daily operations. 
9. Neglecting Networking and Relationship Building: If you're missing out on networking events, industry conferences, or even one-on-one meetings with peers because you're too busy with daily tasks, it's a sign that operational duties are dominating your time. 
10. Feedback Loop Closure: When you're so involved in daily operations, you may miss out on external feedback or fail to seek it altogether, which can prevent improvement and innovation. 

This list is not conclusive, but if you are checking off several of these, it might be time to consider a shift in your focus. 

The Benefits of Working On the Business 

The key benefit to working on the business is the opportunity for growth. When your head is down and you are buried in the minutia, opportunities can pass you by quickly, or roadblocks may arise that could have been seen earlier. By having growth and strategy at the top of mind, you are more likely to quickly identify and capitalize on opportunity.  A leader with a strategic mindset is navigating the ship from the crow’s nest. You don’t want to be so busy rigging sails with the rest of the crew on the deck that no one can see where the ship is headed. Someone has to be in the crow’s nest looking out for the icebergs ahead, and they do not have time to be climbing up and down the mast to help on the deck intermittently every time a problem arises.   Unfortunately, that’s what many business owners do – they never get into the crow’s nest because they let crisis and urgency dictate their life. By keeping things high level and above the surface, entrepreneurial leaders serve their true calling: the visionary.  And with clear vision and strategy, businesses have a much higher likelihood of success. 

5 Considerations When Implementing the Shift 

As you ready yourself to shift into a cadence of working on rather than in the business, the following are things to consider: 

1. Building a Reliable Team: Ensuring you have the right people in place is fundamental. Your team should be capable of handling day-to-day operations independently, allowing you to focus on strategic growth. 
2. Implementing Systems and Processes: Standardize operations through efficient systems and processes. This enables your team to manage daily tasks effectively without needing your constant input, which is crucial for scalability. 
3. Strategic Planning Time: Dedicate specific times in your schedule strictly for strategic planning. This uninterrupted time is essential for thinking about long-term goals and the future direction of the business. 
4. Delegation Skills: Improve your ability to delegate not just tasks but also the authority for decision-making. This involves trusting your team's capabilities and supporting them to act independently. 
5. Leveraging Technology: Utilize technology to automate routine tasks and streamline operations. Effective technology integration can significantly free up your time, allowing you to concentrate on broader business challenges and opportunities. 

While this list is helpful, do not forget that mindset matters more than anything. You must believe in the strategic shift and others must see you are consistent.  

Conclusion: Don’t Own a Job, Own a Business 

At the end of the day, if a business owner is busy performing a job within the business, then that is exactly what they own. They own a job – not really a business. If they were to become disabled or died, there would be no one to perform their duties and the “business” would cease to exist. A true business has enterprise value and is not fully dependent on the owner.   Making the essential shift from working in your business to working on your business can transform your role from one of a daily executor to a visionary leader. By stepping back from day-to-day tasks, you not only free yourself from the trenches of routine but also open doors to explore strategic avenues that can lead to substantial growth and efficiency. Remember, the goal is not to remove yourself from the business but to elevate your involvement to a level where you can drive significant change and create a sustainable legacy. This proactive approach ensures that your business can thrive independently of your constant hands-on involvement, making it a valuable and enduring entity. Embrace this shift with determination and vision and watch as your business transforms into a more robust and self-sustaining operation.   

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