Too many hours can be bad for your health

Working too many hours can be bad for your health, according to Denise Sanders. She writes about a report that found a link between overtime and depression.

Small business owners often wear many hats. You must do the books, build widgets, develop marketing materials, return phone calls, and manage employees. For the typical small business owner this can easily lead to a 60 hour work week.

While it is sometimes necessary to put in long hours to build your business, you must also balance our work load with sufficient time to relax and enjoy life. Otherwise you run the risk of working yourself into an early grave.

This can create a real problem for the small business owner. He often can’t afford to hire someone to perform needed tasks. If he doesn’t do them, they don’t get done.

There are several solutions to this problem. The first is to prioritize– identify what is really important. Some tasks may not be as important as they seem. The second solution is to delegate or outsource when possible. Have your vendor make deliveries, or hire a part-time bookkeeper. The third is better time management in the form of systems. As Denise writes, “If you have the right systems in place, you can limit the emergencies and still maintain an accessible environment, being more productive in the process.”

Systems can eliminate many of the emergencies that rob us of time and energy. The stress of constant crises can be overwhelming and debilitating. They interrupt our work, both physically and mentally.

Systems help us get consistent results. They provide us with clear guidelines for our actions. In a sense, they are like a railroad track– they keep us moving in the desired direction and keep us focused. But without systems we can easily lose direction, and wind up in the ditch. That’s not a pretty sight for a train or a business.

Integrity in the small business sales process

Dan Miller has a very good blog post on selling. Everyone, and especially the owners of small businesses, is (or should be) adept at selling. Even when you are interviewing for a job with another company, you are selling yourself and your skills. As Dan puts it:

If you are going to be successful in any way you have to learn to sell, and do it well.

Dan references George Foreman, who initially gained fame as an Olympic and professional boxer. George has subsequently become even more famous for his line of cooking products. Success Magazine has a story on George that is both informative and inspiring. George emphasizes the importance of selling:

If you learn to sell, it’s worth more than a degree. It’s worth more than the heavyweight championship of the world. It’s even more important than having a million dollars in the bank. Learn to sell and you’ll never starve.

But it isn’t all about selling. George also emphasizes the role of integrity:

You don’t want to lie about anything. And it’s something that people will be happy about once they get to know you. Because people count on you.

There are a lot of guys who are successful, they make a lot of big money, I mean millions overnight with a contract, and they don’t understand the evaporation. It evaporates. You’re always back to square one. I found that out, so integrity is how I do business. That’s my main asset.

As I have said many times, sales isn’t about manipulation or deceit. It is about education—learning the customer’s needs and wants—and then educating the customer how your company can meet those values. When you act with integrity you will naturally develop the trust and confidence necessary to make the sale.

Properly analyze your small business marketing

Even though I have heard this for years, it still amazes me that small business owners make broad generalized statements like: “The yellow pages never works.” I have heard similar statements about door hangers, yard signs, newspaper ads, and nearly every other form of advertising.

Having worked with and spoken to hundreds of small business owners, I have a pretty good sense of what motivates such comments. Typically, a contractor tries some form of advertising, gets poor results, and puts all of the blame on that particular media. Such analysis is superficial, erroneous, and a waste of time.

Many, many factors determine how effective a particular ad will be. Certainly on is the media used. But the ad itself is often to blame, yet few contractors stop to consider this fact. They blame the media, not their ad.

Consider an ad that states: “Lowest prices in town.” This is going to appeal to a certain type of person—the price shopper. The text in the ad will have a large impact on the types of calls—if any—that you get.

On the other hand, an ad that states: “The best value in town” is going to appeal to a much different clientele. Everything else about the ad could be the same, except for the headline, and you could experience dramatically different results.

Another factor that contributes to such hasty generalizations is the fact that very few small business owners properly track their leads. If you don’t know where your leads are coming from, it is impossible to properly analyze the ad’s effectiveness. And when I say know, I don’t mean guesses—I mean actual concrete numbers.

And that leads to the final error many small business owners make—they don’t compute their return on investment (ROI) for each ad. They go on “gut feeling”, which can be wildly inaccurate. Personally, when I get a “gut feeling” I usually take an antacid.

Before anyone can say that a particular media doesn’t work, he must compute his ROI accurately. Even then, all it tells him is that that particular ad did or did not work. Don’t throw out the baby with the bathwater—a bad ad won’t draw well, and that isn’t the fault of the media.

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