Avoid the Control Trap
In The Power of Focus, the authors discuss the control issue many entrepreneurs confront:
As a foundation is built, people and systems are put in place to create stability. Gradually the entrepreneur becomes more involved in day-to-day administrative duties. Paperwork increases and what started out as an exciting venture becomes a daily routine, with much more time spent putting out fires, handling people problems, tax challenges, and monthly cash flow.
Does this sound familiar to you? Well, you’re not alone . . . this is a very common situation. The dilemma is compounded because many entrepreneurs (and managers) are controllers. They find it difficult to let go . . . Delegation is not their strength . . .
From the beginning, the design of a successful go-it-alone business requires a commitment to an entirely different approach. The business must be established so that you avoid even the smallest essence of the control trap. A go-it-alone business is built on the opposite principle: Success is achieved through focus on a minimal number of high leverage activities, and the outsourcing of everything else.
TRUST AND COORDINATION
As you consider what activities can be outsourced, here is a way of approaching the task: Start with a bias that you want to outsource every possible function that is involved in your anticipated business system. Then, ask yourself these two questions: