Making your business less dependent on you
What happens if your usual management processes are interrupted – a key colleague pivotal to a project resigns, ill health strikes, you are called away on a family emergency? How will your business cope? It’s a topic Malcolm Palmer addresses in his new book.
So… where are you right now? Not physically. We don’t need to know if you’re at your desk, walking the dog, or scanning emails while stuck on the M25. We mean mentally. Headspace-wise. Where are you?
Are you calm, reflective, feeling in control? Or are you close to snapping at the next problem that lands on your desk? I call this life on the doughnut.
Imagine a ring doughnut. The hole in the middle is deep relaxation: reading a book, watching telly, taking a nap. The outer edge is panic: the adrenaline-fuelled chaos of being out of control. Most of us spend our working lives somewhere on the ring itself, hopefully not too close to the edge.
But if you’re a business owner, let’s be honest, you’re probably right on the edge. Because if you don’t push the business forward, who will? If you aren’t on top of everything, who is? You’re the one who puts out every fire. And you’ve probably been living on the edge of that doughnut for years.
We tell ourselves it’s just part of the job. And, sometimes, it is fun. The thrill of winning a new deal, solving a big problem, or keeping all the plates spinning. And it works. You’re busy, your team is busy, profits are good, and things are growing. Right?
But here’s the problem.
Your business is too dependent on you
When you’re stretched like this, yes, you’re profitable. Everyone’s running flat out and energy is high. But you’re also incredibly vulnerable. One mistake. One illness. One decision missed because you were busy dealing with something else and the wheels can come off.
One of my previous clients, a printing business, experienced this. The business grew rapidly over two years. They were on the edge of their cashflow but bringing in big contracts, adding staff and expanding fast. But they were too busy to get one thing done: the new alarm system. Their premises were burgled and equipment stolen – and they weren’t insured. That was it. Game over.
That’s what happens when a business is running too close to the edge, with no buffer and with everything still running through the owner.
“It’s not just about hiring “good people”. It’s about creating a structure that brings out their best. Often, your team is capable of more than you think, they just haven’t been given the opportunity, or the belief. Spot unfulfilled talent and let them fail a little along the way.”
So, what needs to change?
Responsibility: Get things off your plate
You’re probably doing too much. But worse, you may be doing the wrong kind of work, the stuff that makes you busy, not free. Start by identifying what only you can do. Then put together a strategy to let go of the rest. Delegation isn’t just a management technique; it’s a mindset shift. Let people make decisions without you. And trust others to get things done without hovering over them.
People: Build a team that can run things
It’s not just about hiring “good people”. It’s about creating a structure that brings out their best. Roles and responsibility should be clear. Often, your team is capable of more than you think; they just haven’t been given the opportunity, or the belief. Spot unfulfilled talent and let them fail a little along the way.
Systems: Put the business on rails
If the business stops when you go on holiday, it’s not just a people issue, it’s a systems issue. You need documented, repeatable ways of doing things: from quoting to onboarding to chasing money. Good systems mean no-one has to reinvent the wheel. Great systems mean the business keeps running when no one’s touching the wheel.
Clients: Reduce dependency on you
Too often, the biggest clients are loyal to you, not your business. That’s dangerous. What happens when you’re not available? The goal is to systematise the client experience, with shared ownership of relationships, clear communication standards and delivery that doesn’t rely on one person. At A4G, we call this the ‘two-person approach’. Clients love it because there’s always someone to talk to. We love it because we can focus on the higher value work.
You: Redefine your role
Ultimately, the biggest transformation is personal. You must stop thinking like the star striker and start thinking like the manager. That means making time to work on your business, not in it. Make time for writing your business plan and goals. Say ‘no’ to work that keeps you busy but blocks you from building something bigger. It will, of course, feel unnatural at first but it’s the only way to grow beyond yourself.
The hidden cost of doing nothing
Maybe things feel fine right now. You’re profitable. Your clients are happy. You’re winning work. You’re in control. But what if something changes? What if you get ill, or someone close to you needs you? What if you want to step back – even for just a couple of months – and can’t? What if you want to sell, and the buyer says: “The business looks great… but without you, there’s nothing there”?
If the business needs you to function, it’s not a business. It’s a job. And the longer you leave it, the harder it gets to change.
The big question
So, where are you right now?
If you’re too close to the edge of the doughnut, you’re not alone. Many business owners feel the same. But here’s the good news: you can move back from the brink. You can build something stronger, calmer, more valuable. It starts with recognising the problem. It continues with rethinking your role. And it ends with a business that runs with or without you and gives you the freedom to choose what comes next.
Making Your Business Less Dependent on You by Malcolm Palmer is available from Amazon in paperback and in e-reader format.