When one first starts their own venture, the idea of running a successful business can be daunting – just the physical and mental requirements alone can be enough to crush the hopes and dreams previously held by any aspiring entrepreneur.
But as the wheels begin to roll into motion, these confusing pressures and frightening requirements simply become part of the background noise and the mental requirements begin to categorise themselves as background noise.
As the story goes, a typical business owner then proceeds to gain notoriety, to become an authority of sorts in their market and to somewhat ‘call the shots’ of where their target market should look for the next offering or service upgrade.
It’s at this stage that many bystanders would look at the business owner and think any range of presumptive, unfounded yet seemingly assured beliefs:
“I wish I had what they had, it all looks so easy for them now.”
“They’ve got it made, they’ve done all the hard work and now they can just sit back and relax.”
“They must just be able to sign new clients at the drop of a hat; I wish I could click my fingers and have the results like that.”
But as it goes with most presumptions, they leave out a whole large majority of the entire story – one which contains within it an incredible amount of detail that shows you how things really are behind the scenes.
In fact, one of the major challenges that comes with growing sales numbers – particularly for those making their own sales running the one-person show, isn’t a monetary or clientele issue but rather an emotional one.
Because as a business grows and all the external requirements – revenue, client base, projected growth – appear to be taken care of, a business owner can start to ask themselves some serious questions about what they are selling.
Questions that can very quickly change the way they view their own product or service and the way it is delivered.
Questions that can cause the business owner to take an in-depth look at the way they are operating.
Questions that the business wasn’t equipped and ready to answer up until now.
And these questions can be some of the hardest to answer as they have a requirement of complete honesty, raw truth and an exceedingly high standard of self-awareness.
They are questions that when asked, should result in an emotional challenge for the business owner themselves – this is how they know they are the questions worth asking!
But there is one particular question that requires immense amounts of responsibility to not only ask oneself, but to act upon the answer:
‘How can I be certain that the service I am offering is the best it can be?’
Answering this question at this particular point in the business’ lifecycle comes with it a massive responsibility because of two reasons:
If the business is earning sufficient income but the owner knows it can be improved in order to add value to buyers, it becomes a battle between time, effort and income as to see which one drives the direction of the business, and;
In the modern business world, the way in which businesses can be improved with technology in rapid form means improvement is an almost-daily practice and again, if the business is already earning a sufficient income then the business owner must ask themselves if the improvement is critical right now.
Essentially, the business owner must ask themselves: ‘Do I improve the business to continue to add more value to others, or do I sit back and enjoy the fruits of my labour that I have worked so hard for up until this point?’
And of course, this isn’t a clear-cut ‘one or the other’ affair, but rather a dance between the spectrum of both ends of these available worlds.
And answering that question in any form, requires significant responsibility to accept the results of the decision.
Lean towards keeping the business at the same level, and the business owner begins to feel a sense of cognitive dissonance as the mindset of constant and never-ending improvement that got them to where they are today battles with the idea of ‘taking it easy for a bit, just for a moment.’
Conversely, lean towards the continued growth an expansion and the business owner begins to question when they will ever have the time to sit back and enjoy what they have worked so hard for, for so many years.
This article’s aim is not to sit back and suggest leaning towards any end of the spectrum over the other, but rather to show readers at any stage of business and sales success that no matter where your business currently sits, you will be facing an emotional battle of some sort.
Mastery of our emotions is key in business and it really is a never-ending journey.
If you are at the start of your business venture, you are fighting the exact same emotional battle as the person 5 years down the road from you – the emotions are simply dressed in different clothing.
The business owner with $10M revenue is facing the same emotional fears and obstacles as the business owner with $10K revenue – they are simply experiencing them through different filters and frames.
We are all human.
We all battle emotionally.
The revenue and experience we have throughout our business career does not allow us to stop feeling the emotions that we are geared to feel as homo sapiens.
It’s simply up to us as individuals how much responsibility we would like to take for the growth available to us when we choose to face those fears.
Darcy J Smyth is the lead trainer and creator of the Tonal Persuasion Method for Sales – a methodology designed close sales without having to revert back to the dreaded ‘Hard Sell’ that turns so many away in the modern world. Download your TPM Beginner’s Guide below…Tags: businessentrepreneurentrepreneurshipmindsetright and wrongsalessellingservicesuccessvalue