How to Cope When Being the Boss Sucks
I normally name my podcasts and blogs a bit more formally, but on this one, I thought, let’s just be really clear that there are parts of the business that suck. In addition – this is the exact title my client recommended!
Owning an interior design business has many challenges and some of the yuck parts of being the boss could be managing people or projects, giving bad news, clearing up miscommunication, and managing parts of the business that are not in your wheelhouse (such as finances, marketing, or HR). No matter what, we all have areas of our company or tasks that we would like to avoid.
We are alike in that it is much easier to plan for, control, and manage each aspect of our firm that we like, enjoy, and feel like we can be the most successful. I have thought before, “I wish all the rest of this would go away and I can just do what I love to do.” Maybe you have thought or said something similar as well.
If you feel any of this - keep reading.
First, you may realize something is off or starting to weigh you down in your interior design firm, but you are not 100% clear on what it is. And then one day – BAM*&%! – you feel like you were sucker punched and you realize that this part of the business just sucks.
The biggest area of difficulty as businesses grow is not just the financial burden and monitoring – but the people management. Becoming the human resources administrator is not an easy task. You may have heard the saying that “management would be so much easier without the people.” Why is this? Simply put, leading, and managing a company takes time, effort, strategy, and patience. It also requires great communication skills.
In the AIM with Intent™ methodology, we use the 5-E strategy. Educate on the job and tasks needed. Equip your employee with all they need to get the job done well. Set clear expectations so they know what to do, when, how and in what format you want the deliverables. Empower them to get the job done and encourage them along the way. This takes time and intention to do and to do well. When you see something going off the rails – stop and have a conversation then. Don’t make notes and ignore them and harbor irritation over them. We can only correct or fix what we know to be broken. Smaller encouragement along the way is more powerful than waiting for the annual or mid-year review where we share every concern at once. This practice of creating a continual feedback loop can be seen in frequent conversations, check-ins, acknowledgment of the work and how it is being done well, and what improvements you both would like to see going forward. This creates a team environment where your team knows what your firm is trying to do and helps them understand their part in it.
Here is another area around the people part of the company to consider- and most of you have heard this statement, “Hire slowly, fire fast.” This is the truth. Some of the issues with your team could be around having the wrong person in the job. Prepare before hiring. Create a job description and an onboarding plan and couple that with the 5-E strategy. Have 30-60-90 day goals that you monitor towards. And if you have a long-time employee that you are having difficulty with – go back to this. Go over the job description. Create a performance plan for 2-4 weeks that will monitor and measure improvement. And when you know that this is not going to work – let them go. This will be best for you, your company, and ultimately – them even as you scale your interior design firm into the vision you have created.
Another part of communication that sucks is with difficult customers or with giving difficult news to even good customers. Here are a few things to keep in mind:
Communicate often.
Often can mean many things – but it really means sharing what needs to be shared when it needs to be shared. Don’t wait – it makes it worse for everyone.
Communicate clearly and kindly.
As Brene’ Brown says, “Clear is kind. Unclear is unkind.” Share the facts at the level they need to be imparted. Don’t manipulate and don’t shelter if the details need to be told.
Create solutions.
Don’t just give bad news – share what you are doing about it, even if monitoring it is the best you have. Let them know it matters to you as much as it does to them.
Cultivate relationships.
This means showing them you are a team working towards the same outcome. Don’t let your firm and your client be pitted against each other. Help them (and you) remember that.
When we think about other difficulties outside of the teams we are building and working with, the other problems that arise seem to be focused on marketing and sales, finances, and operations. This is exactly why we work through being intentional about everything and creating repeatable processes to reduce stress in my coaching practice.
Identify the challenges you have in these areas and get help. My three financial courses are meant to solve some of the financial challenges that businesses have. You can also hire someone to help you manage or create your marketing strategy. Finding the resources to supplement what you know and can do within the firm will help you get these other parts done and remove some of the yuck feelings around them.
Ownership of anything comes with the good and the bad. Acknowledging that there could be areas of your firm that make you feel terrible or that you don’t like – or that just suck – is a good thing. Because what we own, we can change. Identify what is causing stress, analyze it, scheme to correct it. Try and try again. And don’t forget – there is help available. You can read books, listen to podcasts, hire a coach – but ultimately you must put action to it. Leverage your knowledge of your interior design firm and along with other resources they can create positive actions to solve the identified problems.
Check out our AIM with Intent methodology by going to the “Work With Me” page.If it feels like a good fit for you, complete a Discovery Call form and let’s chat about working together. Great management and leadership skills are key to long-term success. Own even the sucky parts of the business – because doing so will increase your profits – and profit doesn’t happen by accident.
References and Resources:
One Minute Manager by Ken Blanchard
Management Would Be Easy…If it Weren’t for the People by Patricia Addesso
HR Assistance: Bambee