10 Habits of Highly Unsuccessful Business Owners and Managers

Written by Lorraine Pirihi


Do you spend every waking minute at work? Do you find it difficult to take time out for you? Are you constantly working in a mess?

The Small Business Owner

These people tend to be involved in every aspect of their business from beingrepparttar bookkeeper, marketer, human resources manager, mediator, customer liaison officer and cleaner.

The smallerrepparttar 103179 businessrepparttar 103180 harder it is forrepparttar 103181 owner to delegate these functions because they dislike spending any money and, in fairness,repparttar 103182 dollars can be much tighter. However, many fail to realize that if they invest their dollars wisely in accessingrepparttar 103183 right type of goods and services to grow their business and be more effective, they will see positive changes occur over time. They can become more productive and profitable. It takes time to build a good "business mindset" and to be an effective leader.

The Manager

Many ofrepparttar 103184 managers I have coached suffer from similar challenges asrepparttar 103185 small business owner. The key difference of course is thatrepparttar 103186 business owner is responsible for his business and cannot escape that responsibility. Ifrepparttar 103187 business is profitable or non-profitable it will impact on that person personally, particularly financially.

10 Habits of Highly Unsuccessful Business Owners Check out if you regularly practice these habits:

Don’t practice what you preach Tell other people what to do and don’t do it yourself. Set a poor example.

Do not invest any time and money into developing yourself and your people. Forget ongoing personal and professional development. The less you and they knowrepparttar 103188 more time, money and energy you will waste. A surefire way to have an unmotivated and unproductive team…not to mentionrepparttar 103189 loss of opportunities.

Avoid planning at all costs Continue to be reactive and do things onrepparttar 103190 spur ofrepparttar 103191 moment. Don’t write a list of things to do each day and definitely do not use a diary to plan out what you will do. This will ensure you have no time and no life.

Eat whatever you want to and don’t exercise Being unfit and overweight will ensure you’ll feel tired and look awful. You’ll also be susceptible to sickness. A great way to ensure you won’t be able to cope withrepparttar 103192 pressures of your personal and professional life.

Spend most of your waking hours at work Start work early and stay late. This will sap you of energy and creativity. A surefire way to have unsatisfactory personal relationships. Next time you’re in a social situation outside of work you won’t have anything else to talk about except work, work, work. In fact people will avoid you because you’re boring!

Avoid looking after your clients/customers Ignore them unless they contact you. The fact that without them you wouldn’t be in business won’t matter. Do your utmost to not deliver on your promises, avoid following them up or returning their calls. After all you’re a multi-millionaire and it wouldn’t matter to you if there was no one to purchase your goods and services…you can retire whenever you like.

How to Look After Your People So They Look After Your Business

Written by Lorraine Pirihi


Imagine being supported in your business by a team that were reliable, competent, communicated effectively with clients and colleagues, had heaps of initiative and a great attitude.

No, this is not a pipe dream. It can happen for you. However it takes an investment of time and energy on your part to create a strong, supportive and valuable team…It doesn’t happen by osmosis.

In many of my public workshops on How to Have Less Mess, Less Stress and More Success we often have disgruntled employees attend. It’s not that they don’t want to be atrepparttar presentation, in fact they gain heaps of benefit from being there. They are frustrated in their workplaces because their bosses in many instances do not care or look after their people.

Many employers think it’s good enough to provide you with a job, let you know when you’re not performing, and if you’re lucky, take you to lunch for your annual Christmas bonus!

Jerry’s Story Jerry wasrepparttar 103178 Head of Department in an educational institution. He was headhunted to this position one year ago. He was made many promises including having his own personal assistant as he would be responsible for 5 team members.

The Principal promised a salary review in six months and flexibility in hours. Jerry was informed there would be some after hours activities involved but these would be minimal.

Ten months later Jerry had no personal assistant. He had to do every single administrative task himself. He spent more time addressingrepparttar 103179 needs of his team atrepparttar 103180 detriment of his other responsibilities. Extra curricular activities ate up an extra 12 hours a week on top ofrepparttar 103181 50 hours he spent at school just to stay on top ofrepparttar 103182 workload! He couldn’t take time off in lieu forrepparttar 103183 additional hours he worked as his department was already understaffed. Overtime wasn’t part of his salary package.

Jerry had constantly spoken torepparttar 103184 Principal who agreed to lighten his load yet hadn’t takenrepparttar 103185 necessary action to do so! Lack of action from one person often forcesrepparttar 103186 other to react and take control.

Jerry had enough! He tendered his resignation after successfully applying for a position in another school.

The Principal from his old school promised Jerry that he would makerepparttar 103187 changes he so desperately wanted. Unfortunately forrepparttar 103188 Principal,repparttar 103189 staff and in turnrepparttar 103190 students, it was too late. Jerry had enough. He decided to take control of his situation and not be reliant onrepparttar 103191 actions of others.

Since leaving he was so much happier. His health and personal relationships improved dramatically.

Jenny’s Story Jenny worked in an accounting practice. As a manager she had many responsibilities. Not only was she supposed to manage a team of people and deal with all their issues, she also had to bill seven hours of chargeable time each day.

Jenny was constantly stressed out. She would often stay late so she could work uninterrupted and catch up on what she should have done duringrepparttar 103192 day. There was no way she could reach her targets and manage her team if she didn’t do that.

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