How I Escaped the Trap of Trying to Manage Every Task in My Business


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Yesterday, I was smart – I thought I could handle everything myself. Every single thing, every little issue, every outburst that needed to be quelled. I spent several hours doing mundane tasks, thinking that this is what keeps everything in order. I was the core of my business, the person people looked to for decisions, direction and solutions.

But today, I am wiser. I realized that being the solution to every little problem didn't benefit my business and wasn't helpful to me in any way as I was constantly in firefighting mode. So, I decided to slow down, quit multitasking and focus on the essentials. I developed stronger processes, empowered my people and, perhaps most effectively, learned give up control.

It wasn't an easy decision, but I think it was one of the best decisions I've ever made. As with the previous example, I now do not feel stressed by my daily routine, but rather motivated to achieve my goals. This is true for me today because I am no longer struggling to keep my business afloat.

Related: Learning to relinquish control and delegate can be difficult. Here are 3 components to make it easier.

The ingenuity trap – where it all began

It is always attractive to be i the one who does everythingas it gives you a sense of being indispensable. This kind of mindset in the early stages of building a business can feel like a superpower. You are the one who calls the shots, the one who gets things done. Every achievement, no matter how insignificant it may seem, is a personal achievement—recognition of one's abilities and dedication.

But here's the catch: The mind can be a trap. Strategies that are effective at first are often counterproductive as your company expands. I found this out the hard way. It was clever of me to manage all this myself, but that cleverness did not allow me to see the whole picture. At some point, I lost the big picture and the focus was only on the different aspects of the project.

The turning point – understanding the need for change

The change was not unexpected; it was gradual and not a single event that sparked the change. I began to realize that things were getting out of hand; my inbox was overflowing with emails, I had too many tasks waiting for me, and I felt like I was constantly on the verge of a breakdown. My business was thriving while I wasn't. I felt exhausted and stressed like I was scraping by day after day.

It was a long time before I noticed that I was trapped in a vicious circle. I became the weak link in my company. My desire to be involved in everything it was becoming a problem and preventing us from achieving our goals. The time had come to change.

Related: Dear Business Owners: It's time to work on your business, not at it

Shift – moving from doing it all to what matters

1. Creating a decision matrix:

The first change I implemented was the Decision Matrix. Then I realized that I had to let go of the idea that I was responsible for making all the decisions. The Decision Matrix helped me to allow my subordinates to do this make their own decisions and without my input. It was not about giving up the power to decide; it was about the division the power to decide.

2. Building playbooks:

Next, I addressed the issues that kept coming back to me. These were the tasks that consumed time and energy—tasks that didn't really require my involvement at all. The playbooks I built were general guidelines on how to approach common issues and processes. My team now knew how to handle problems and this freed me from always handling problems that arose within the team.

3. Creating a process before death:

I then implemented a pre-mortem process. The way of thinking went from solving problems when they happened to anticipating them. Before starting a new project, my team and I would identify the potential problems that may occur and how to avoid them. This proactive approach helped significantly reduce the number of crises we experienced.

4. Automation of routine tasks:

The little things are the secret thieves of time. They are a prerequisite, but they take up a lot of time and seem to distract me from more important matters. Therefore, I developed an autopilot mode for my business. I tried to minimize the amount of time I spent on repetitive tasks their automation where possible. Even simple tasks like invoicing and social media planning are taken into account and this is something that saves me time every week.

5. Implementing a time block firewall:

Despite all these changes, I realized that urgent tasks were still in my day and were disrupting my plan. This is when I created a time block firewall. This was about protecting my most valuable resource: my time. I also reserved some blocks of time to do deep workperiods where I would not be available for anything else. This was not merely an efficiency tool; was a revolutionary.

Related: Entrepreneurs: Stop wearing all the hats and do this instead

The results – a thriving business and a balanced life

As I began implementing these changes, the results were evident. In this way, my business not only survived but also grew at a faster rate. The team was more empowered, decisions were being made quickly and we were progressing at a pace never seen before. But the most important transformation was internal: I was no longer a simple business owner; I was the leader. I had more time to devote to growth, innovation and strategy, which was a luxury. I was proactive instead of just being reactive, which was quite fulfilling in a way because I was in charge of my life.

1. Empowered team:

The first change that I found most significant was the change in perspective regarding my position. I also realized that my role was not to know more than my subordinates, but to help them work effectively. I made my team stronger and more capable delegation of decision-making and problem solving responsibilities to them.

2. Focus on growth:

With the fires out and the routine tasks taking care of themselves, I was finally able to focus on the goal. I began implementing time management changes by spending more time planning, building relationships, and identifying opportunities. That's because the business benefited from not being slowed down by the little details. I was able to look at it from a broad perspective.

If you're still trying to manage all the tasks yourself, it's time to do so step back. Now is the time to go from smart to smart. If you are eager to see your business grow, then give up the power to dictate every aspect of it. It is not a question of leaving the duties; it's about redefining them. It's about vision, growth and creating a business that can be successful without having to break the bank.



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