Ever hear that phrase, “Do what you’re good at”?

Yeah, me too.

Ever ignore it and do something that you suck at or dread doing?

Yeah, me too.

One of the first things I have my clients do is make three lists.

  • List 1: What administrative tasks am I doing?
  • List 2: What tasks am I doing which are only performed by me?
  • List 3: What am I doing that only I can do?

List 1 is to give them easy time wins. Over the course of running a business we accumulate admin activities that really should be handled by an assistant, or if more complex, by the office manager.

List 2 helps define what the founder is actually doing in the company to “justify” their existence.

List 3 brings us closer to what the entrepreneur thinks is their responsibility. Some of these things are done because the entrepreneur is good at them, but most are done because they just need to get done.

In another TIM Report I’ll talk about how nearly everything on these lists shouldn’t be done by the founder if said founder wishes to scale the company.

I want to talk about all the activities you are doing that are only performed by you and only you can do, but aren’t very good at or dread doing. Some of these activities may even be very high level and no one in your current employ could do them. Maybe.

I recently got one of my clients to do these lists a few months ago. Oh my frickin’ gawd were those lists long. He had a team. They were smart, capable and ambitious. So I told him to ask two of the people who were his most capable employees to take on management roles. Both were excited to do them and have quickly proven extremely valuable through increased revenue, but also in the amount of time he got back in his life.

He and his wife just had a second child and he promised his wife he would take some time off work to be home for the first couple of months. He is doing that right now and his business is still growing.

In his own words, he said, “There’s no way I could have done this if I was still managing those business units.”

Activities that took up a lot of his time, which also had him dreading going to his office, were taken on by people excited to do them. They’ve also been able to take those activities further because that’s their only responsibilities. Before, he had to juggle his time between those two business units. Now he guides his two managers while developing new growth avenues for his company all while getting much needed family time at home.

For me, I’m going back to what I’m good at… audio.

Writing, such as this article, is hard for me. I love the concept of being a writer and I know I have a lot to share, but damn do I dread sitting down to write.

Coming up for the TIM Report, I’m going to test recording what I have to say (I’ll get it edited so you don’t have to put up with all my verbal tics) and then have it transcribed.

This way I get to share my knowledge, experience and case studies to help you transform into the CEO your company needs without needing to force myself to write.

If the new format ends up sucking, email me and let me know. I’ll probably still keep doing it if I’m enjoying it, but I will consider your critiques.

Look for the new TIM Report format in about a week and a half.


PS. I’m raising my executive coaching rates in January, but I have room in my schedule for one 1:1 client. If you’re interested in getting the CEO capabilities and capacities needed to scale your business then apply here: http://timconley.co/executive-application/