Ops in Real Life vol 6

In the sixth edition of Kendall Solves It, we confront another operational issue. Of all the bottlenecks that arise in year one, how can you tackle any?

Community Question from Reddit: "What Were the Biggest Challenges You Faced in the First Year of Growing Your Small Business?"

Kendall's Insightful Analysis and Steps Whew, all of my founders understand how heavy this question is. Before I proceed with an answer, I must preface by sharing that I stared Braxton Management in undergrad with no backing. My first contract fell in my lap, so I did A LOT backwards. So with that being said, as the management professional and entrepreneur who stands (technically sits)

before you here are some pivotal elements to take seriously during your first year:

• Determine if you are clear on what you do? If you do not understand your mission, vision, and offering no one else will. Sometimes in year one we overload ourselves trying to be marketable and end up achieving the opposite.

• Write down everything. I know, I know it is likely just you right now, but if you are building a business, it will not always be you. You need to establish protocols! Even if it is just you, operations are necessary. This is a hindrance to may new businesses.

• Keep up with your numbers even if you are scared. Not knowing your numbers is a problem for numerous founders.

• Do what you can for branding and marketing. You may not have finances for a marketing firm or employee, but establish continuity in messaging. Make sure you are consistent, so as you elevate overtime, people still trust you. Get templates made. Use free tools available. Spend some time doing the grunt work. Limited time is a huge issue for founders, but time blocking is a godsend.

• Set the tone. Make it known that it won't always be just you unless you do not want to run a business. Every entrepreneur is not a business owner, and THAT IS MORE THAN OKAY, but not knowing what kind of entrepreneur you are or want to be is a problem. When you enter contracts, assess how the contract will affect you long-term.

• Get very clear in who your current client is (your client profile will likely evolve overtime).

• Hold yourself accountable for what you provide to your clients but also what you do on the business. Block off time every week to work on the business strategy and behind the scenes work necessary for growth and sustainability.

Does any of this resonate with you? Let us know.

Community-driven solutions are so important to us. My team is committed to addressing real-world problems that impact business operations.

For tailored solutions, consider scheduling an introductory call.

Cheers,

K.T. Braxton, MBA