Finding the Right Balance: Why Working In and On Your Business Matters

In recent conversations with managers across various organisations, a common theme has emerged: the struggle to achieve a healthy balance between working in and working on their business. This imbalance often leads to overworked managers, frustrated teams, and ultimately, a hindered bottom line.

The Importance of Both Sides

Running a successful organisation requires constant attention to both aspects. Working in the business refers to the day-to-day operational tasks that keep things running smoothly. This includes tasks like managing projects, handling client requests, and supervising staff.

Working on the business, on the other hand, focuses on the bigger picture. It involves strategic planning, process improvement, team development, and initiatives that enhance long-term efficiency, scalability, and overall health of the organisation.

The Risks of Imbalance

When managers get stuck in the weeds of daily operations (working in), they neglect critical strategic thinking and long-term planning (working on). This can lead to a cascade of negative consequences, including:

• Poor Strategy: Without dedicated time for strategic planning, businesses struggle to adapt to changing market conditions and capitalise on new opportunities.

• Inefficiency: Outdated processes and repetitive tasks can drain valuable resources and hinder productivity.

• Disengaged Teams: Managers who are constantly firefighting operational issues have less time to invest in employee development and fostering a positive work environment.

• Poor Prioritisation: Without a clear understanding of long-term goals, managers might prioritise immediate tasks over those that contribute to long-term success.
  

Strategies for Achieving Balance

Fortunately, there are strategies managers can implement to achieve a better balance between working in and working on their business:

• Time Audit: Conduct a self-assessment to understand how you currently spend your workday. Identify areas where you can streamline operational tasks or delegate them to capable team members.

• Prioritisation Techniques: Employ methods like the Eisenhower Matrix to categorise tasks based on urgency and importance. Prioritise activities that contribute to long-term goals (working on) over urgent but less critical tasks (working in).

• Schedule "On" Time: Block out specific time slots in your calendar for strategic thinking, process improvement, team development, or documentation updates. Treat these appointments as seriously as client meetings or deadlines.

• Delegate Effectively: Empower your team by delegating tasks that don't require your direct expertise. This frees up your time for higher-level strategic thinking and leadership.

• Process Improvement: Dedicate regular time to analyse and identify bottlenecks within existing workflows. Look for opportunities to streamline processes, eliminate redundancy, and improve overall efficiency.

• Invest in People: Allocate time to develop your team's skills and knowledge through training programs, coaching, and mentorship initiatives.

• Embrace Automation: Identify repetitive tasks that can be automated using software or technology. This frees up your team's time for more strategic work and reduces the risk of human error.

• Continuous Improvement Culture: Foster an environment where continuous improvement is valued. Encourage your team to identify areas for improvement and experiment with new ideas.

• Performance Tracking & Analytics: Track key metrics and performance indicators (KPIs) aligned with your "working on the business" goals. Analyse data to measure the effectiveness of your initiatives and make data-driven decisions for future improvements.

Finding Your Ideal Balance

While there's no one-size-fits-all approach, here's a general recommendation for time allocation:

• Senior Managers (CEO, General Manager, C-Suite): These leaders should dedicate at least 2 days a week (or 16 hours) to working on the business. Their focus will be primarily on strategic planning, market analysis, and long-term vision.
  

• Middle Managers: Middle managers should aim to spend approximately 1 day (or 8 hours) per week working on the business. Their focus will be on departmental efficiency, process improvement, team development, and maintaining documentation.
  

It's important to note that these are just starting points. The ideal time allocation can vary depending on several factors, including:

• The size and maturity of the business: Startups and smaller businesses may require more focus on "working in" as they establish core operations. Larger, more established organizations may have more capacity for dedicated "working on" time.

• The current state of the business: Is the company facing a period of rapid growth, requiring more strategic planning? Or is it in a maintenance phase, allowing for a greater focus on process improvement?

By implementing these strategies and considering the time allocation recommendations, managers can become more effective leaders, build high-performing teams, and ultimately drive long-term success for their organisations.

In your experience, what are the biggest challenges managers face in achieving a balance between working in and on their business? Share your tips and strategies in the comments below!