“Sink or Swim” is not training

Pentagon Secretary Rumsfeld once said “…you go to war with the army you have, not the army you might want or wish to have at a later time.” He wasn’t referring to the Army personnel, or to their level of training, but to the number of Humvees that were not armored and therefore prepared for Iraq-style guerrilla warfare, IEDs, etc.

While you don’t need armored equipment for your team, they do still need to be prepared to succeed in their roles. Failing that, they will show up and do their best. Rumsfeld’s troops may have lacked the amount of armored equipment, but they didn’t lack training.

That is one of the primary differences between the military and business: Businesses often fail to invest sufficiently in training. It doesn’t matter if they are new to the business or experienced. Your team needs training and equipment. A lack of training might prevent reasonably effective use of the equipment you provide.

Sink or swim isn’t training

Employees are sometimes expected prove their worth via “sink or swim”. They’re expected to get started and become effective and valuable on their own. Failing to do so is “sinking”, and may result in the loss of that person’s job. When the employee is new, and the skill require is sales, sink or swim is usually little more than setting up the employee for failure.

I’ve seen this touted as a means of “separating the men from the boys“, so to speak. The euphemism is about identifying who is ready and able to produce results, but the reality is more nuanced than that. When you put an untrained or poorly trained sales employee on the floor, on the lot, or wherever they work with prospective customers, never forget this: They’re dealing with prospects.

At your car lot or furniture store, you know the business. If 100 people walk in on a Saturday, you can probably tell me within a small margin of error how many are “just looking” and how many are ready to buy. Likewise, you probably can tell me how many of that 100 you’ll likely sell that day. How many of those prospects are you willing to give to someone else because an untrained salesperson loses them? First impressions are everything. If your team is ineffective when the prospect makes that first visit to the showroom, lot or office, you probably know the likelihood that they will return.

Sink or swim undermines a new (or inexperienced) employee’s confidence, which will certainly be reflected in their performance and interaction with every prospect and client. Worse yet, your prospect may leave and never return because they had an ineffective, unproductive experience with someone who simply wasn’t trained well enough to provide for their needs.

Think of the most valuable customer you have. The one who buys furniture every 10 years for their 50 employee office. Or the one with a fleet of pickups for their on-site service people. How would you feel if you found out your new salesperson was sinking when they met the person who would have been your next “most valuable customer”?

Training isn’t fluff. You can tie real dollars to it.

Got the basics?

They’re called “The basics” because everyone should know them. Don’t assume everyone knows them. Train the basics. Vince Lombardi started a championship run by saying “This is a football” to a roomful of experienced pro football players. Take nothing for granted.

As I visit businesses with the intent of making a purchase, I routinely encounter salespeople who exhibit behavior that leaves the impression that they are untrained, or perhaps under-trained. Some are young and perhaps inexperienced, yet some are not as young and not as inexperienced.

Commissioned salespeople walk around without business cards, don’t know their product as well as the prospect, don’t attend to new arrivals “in the sales arena”, etc. At some level, these problems are the salesperson’s responsibility, yet new and under-trained salespeople don’t often realize they are under-trained. They can lose a great prospect who “appears indecisive”, but in reality is annoyed. Ultimately, these issues are on management. Management decides who gets trained, when, and for what skills.

Good salespeople deliver value. I visited a Michael’s Saturday to get a frame re-glassed. The employee in framing told me exactly what would happen, when it would happen, what else I could expect, and the guaranteed service window. This was not a big ticket purchase – yet this person was obviously well trained in what to communicate to me. I’ll go back because that guy made a routine purchase memorable. Isn’t that what you want?

Photo by Jay Phagan

How fast can your business go?

Is your business ready to face a no-huddle offense?

In case you aren’t a football fan, here’s a quick summary of differences between “regular” and “no-huddle” offenses:

  • A regular offense has 25-30 seconds (depending on the league) to “read” signals (instructions) from coaches on the sideline, swap players in and out from the bench (if desired), huddle (have a brief meeting) and start the next play. In the huddle, the quarterback tells everyone what the play is, communicates the information necessary to run the play, and makes sure everyone knows what signal they’ll use to trigger the hiking of the ball to start the play. The read, swap, huddle process starts as players walk and/or jog back to their teammates at the end of the previous play.
  • A no-huddle offense handles the read signals, swap players and huddle steps as they run back to the line to setup for the next play. As soon as they are set, the ball is usually hiked to start the play. Instead of 25-30 seconds between plays, you might see 8 to 12 seconds (on average) on a well run no-huddle offense.

The big difference between these two setups is that the defense also has the same time to read, meet, swap and setup for the next offensive play – with the regular offense. With the no-huddle offense, the defense has to react much more quickly. While the offense has to move fast to keep the defense “unprepared”, they at least know what’s going to happen next – even if the quarterback makes last minute changes (audibles) before the play starts.

A no-huddle offense quickly exposes defenses that haven’t practiced against no-huddle offenses. More importantly, it exposes a team without a system in place to deal with playing a no-huddle team.

Ok, that was a long-winded setup, but I didn’t want to lose anyone unfamiliar with football in the U.S. The point of comparing the regular offense and the no-huddle offense is that there are parallels between how defenses handle the tempo of a no-huddle game and how your business deals with the increasing tempo of business, much less the pace of change.

Are you feeling the pressure to deliver faster than last year? Did you go faster last year than the year before? Do you expect this need to accelerate every year is going to continue, or do you think that things will go back to normal once you get past this next push?

I think you need to plan on need for speed sticking around for the duration.

Two ways to go fast

With that expectation on your back, the need to increase There are two ways to go fast – with haste, or with a system.

While those who start off with haste might get a lead, it’s pretty typical that they will find themselves assembling the plane while rolling down the runway. Some pull it off. Most don’t, because they aren’t designed for speed. Instead, they simply decided to go fast.

Deciding to go fast is OK. Deciding to do it without a system designed to keep the quality of everything at level your clients are used to (or better) is risky.

Systems are the key

A system of systems is what you’ll need to increase speed without losing the quality and other factors your clients already depend on. Each system can be simple, but you have to be able to replicate it, perhaps automate it and most of all – depend on it to perform a certain job. A system’s job might be to check the quality of one step of a process, or simply to verify its completion. 10 systems might check quality at 10 places, or might make sure you follow up properly, insure that you have the right data recorded, or confirm that you have the right materials and labor scheduled for a particular item. These processes become a system of systems when they work together to help your business work.

When this system of systems is designed to protect the moving parts of your business, then you’re designed for speed and can increase the speed of production and delivery without risking quality and reputation.

Once you have these things in place, you’ll be more difficult to compete with. Not only do competitors have to keep up with your quality, but now they also are forced to deal with the pace you maintain.

Big Data, Small Business

Last week, we talked about questions.

Questions tend to produce answers and more questions, which can result in a pile of stuff that overwhelms a small business.

As a business and client base scales, these questions produce data that you can use for guidance, decision making and to ask even better questions. Again, this can result in a pile of stuff (data, in this case) that overwhelms a small business.

A common reaction to this phenomena is to ignore the data, or to be so overwhelmed by its volume that you can’t discern anything from it. Entrepreneurs tend to want to do it all and if they can’t do that, doing part of it seems like a failure. It isn’t.

Identifying your big data

Let’s look at one of the questions from last week’s post and see which ones are likely to produce decision-making data.

How does this impact our key performance indicators? Examples: cost per lead / new client / sale / deployment, support load, lead time, etc.

This implies that you already know your cost per lead, cost to acquire a new client, cost per order/sale, cost per deployment, average lead time per product/service and the support/customer service load your products and services require. Not gut feel, but actual numbers.

Actual numbers are important because our gut is often right when it comes to strategic decisions and the like, but it seldom has a clue when it come to numbers like cost per lead – particularly if you’ve never watched it.

Lead cost, sources, media and campaigns

For example, what impacts cost of a lead at your business?

Lead source is a good place to look.

You might get leads from referrals (cheap and strong, warm leads), from local TV ads, from local newspaper ads, from different media in your education-based marketing, from the phone book (yes, some businesses still depend on those leads), from direct mail (likewise, still quite productive if used properly), from your website, mobile app, and so on.

Each of these have different creation and distribution costs. Each will produce a different lead flow, much less volume and types of client. While in the beginning, you’re likely to lump all of this data together, at some point you need to break them out by media and eventually, by campaign.

You’ll want to do that so that you can answer questions like this:

  • How do you know which media produces the most profitable clients?
  • How do you know which campaign (and on which media) produces what number and type/quality of client?
  • How do you know if a particular campaign works well on one media, but terribly on another?
  • How do you know which media (or campaign) tends to produce clients that are high maintenance to the point that you tend to fire them or not accept them in the first place?
  • How do you know which media produces the best (however you define that) clients you have? Is there a specific type of campaign that does this?

From time to time, an owner will tell me that their businesses doesn’t do any marketing so this kind of thing doesn’t help their business. If that’s really true, you’ll usually have referral sources that produce more and better leads than referrers do.

Would it be helpful to know who is sending you the best referrals?You probably have a gut feel on this, but are you sure that it’s accurate?

Thinking back on those questions

Given the detail on the one question of cost per lead, you can see how this can become overwhelming in a hurry. Don’t fall victim to that. Take it a step at a time.

You may start with another metric. Cost per lead is important for almost everyone, but it isn’t always the best place to start.

When you ask questions like “How did the pilot program go?” – it might provoke follow up questions about the data collected during that pilot which would support the “How did it go?” question.

If those answers aren’t backed with data, then that might provoke you to add data collection to your pilot projects in the future. This will take more time but it will produce better answers that don’t depend on gut feel or a need to be right.

Better answers are what we’re looking for.

Ask great questions

I’m always looking for better questions to ask.

Good questions educate me about a situation or a mindset someone is in and help me understand where they’re coming from.

Great questions can open the mind of the person you ask the question of. They tend to create discussions that create slight momentum shifts toward changes previously considered “impossible”,  “too costly” or in conflict with existing thoughts, processes and mindsets that are considered sacrosanct.

Asking great questions without belittling or embarrassing the person being asked is an essential skill whether you’re a journalist, salesperson, manager or business owner. Journalists who ask a mix of good and great questions not only get good answers from the podium, but also provoke the listener or viewer to think hard about their position and what formed it.

I suspect you can think of a few questions of that nature related to the social and political issues of the day. What I would encourage is considering what good and great questions you should be asking your staff, your clients and yourself.

Here are some of the useful questions I’ve collected over the years:

  • Why? (often asked repeatedly)
  • Why not?
  • So? (Be careful, this can come off as a bit rude)
  • What if our belief / prediction / estimate is wrong?
  • If we suspend our tightly held opinions for a moment, what else becomes possible?
  • How can I help?
  • What can I eliminate, add, accelerate, decelerate, start or stop that will help?
  • Help me understand.
  • What’s the biggest risk in doing this?
  • What’s the biggest risk in not doing this? This often works better than the prior question because most of us easily identify “Why we can’t / shouldn’t do this” items.
  • If this fails, what is plan B?
  • Why does that matter? This tends to provoke different responses than “Why?” by digging a little deeper into the Why.
  • What does this accomplish?
  • If this works, what’s the next step?
  • If this fails, is that OK?
  • How does this add value to the things we find important?
  • Can you give me a bit more detail on how you got there? Good for digging deeper on an idea or analysis.
  • How will this impact our clients’ ability to deliver what their clients need and want?
  • If this is wildly successful, are we as a company structured to handle that kind of success?
  • Is this designed to handle 10 times the input, output or clients we currently expect if we provide the necessary infrastructure to support that growth?
  • And that’s important because? (often repeated)
  • What challenges must be overcome to pull this off?
  • Can we talk about how we’ll deal with those challenges?
  • How does this impact our key performance indicators? Examples: cost per lead / new client / sale / deployment, support load, lead time, etc.
  • What opportunities does this provide to our partners?
  • Help me understand how this strengthens our core business.
  • Is this in conflict with our values?
  • How does this support our values?
  • How did the pilot program go?
  • What did our clients say about it?
  • What about this is really important to you, your crew and our clients?
  • What data will be used to monitor this project / activity? How will it be measured? Do we know what the decision points are for that data? How were those points determined?
  • Do you have what you need to do this?
  • How can we communicate this effectively to clients and internally?
  • How does this drive our “one number”? Your number might be webinar views / month, the number of after hours service calls, free trials / month, or average days between purchases. A car lot might see a visit to the lot with a spouse as a leading indicator.
  • What are your biggest barriers to success? What’s the plan to deal with them?
  • Who isn’t “on board” with this? Why?
  • If we remove our egos / need to be “right” from this discussion, what changes?
  • What are the weaknesses in this plan? Do you need help with them?
  • Who are your strongest leaders and how are you developing them to handle more responsibility?
  • What are you doing to attract new talent?
  • What expectations does this set?  How will we manage them?
  • What are you doing to identify and develop both new and existing leaders on your staff?

What good and great questions do you ask?

Doing ahead, not just thinking ahead

Quite often, I talk with business owners about thinking ahead.

Something that happened yesterday tells me that I need to change my terminology to “Doing ahead.”

Why the change?

Primarily, I’m concerned that small businesses are thinking ahead, but stopping there.

Thinking ahead discussions often include strategic thoughts of putting yourself out of business by inventing new products and services for your customers that replace your current top seller.

So let’s talk retail for a moment, since they’re an easy example.

Every time you enter a WalMart store (something I try to avoid – I’m just not into the crowds), you’re likely to see something different. Just a little thing here or there that’s different. Sometimes it’s a test to see how something works, other times it’s the result of such tests.

What you never see is exactly the same store, time after time, town after town. Sure, the overall store is quite similar overall but there’s almost always something different. Something being tested. Something being implemented.

This effort isn’t limited to their brick and mortar stores. WalMart and the rest of big retail spend a lot of time looking at how they can improve the performance of their online retail properties. They have lots on their todo list simply by comparing themselves to Amazon.com – which blows away most (if not all) online retailers in end to end performance and customer engagement.

This is the price they pay for ignoring Amazon during their climb to cruising altitude.

What we don’t see is massive shifts designed to make the store or parts of the store irrelevant. It doesn’t mean they aren’t there, but they’re much harder to see in a brick and mortar store. Honestly, I can’t think of the last time I saw a brick and mortar store do something like this but I suspect I just don’t recall it.

Amazon tweaks too

Naturally, Amazon.com is working hard to improve what they already do – testing and tweaking their retail site and their back end (such as the systems that email you about things you might be interested in). You can see evidence of this on a regular basis.

Meanwhile – they’re doing things like what you see in the video above (More video here from 60 Minutes).

This isn’t just about speed, though that is certainly part of it. Keep in mind that this also means that Amazon can deliver without using any of the established shipping systems – all of which have legislative limitations as complex as those currently preventing the use of shipping drones. The only difference is that no one wrote a pile of legislation in the 1920’s to protect the USPS, Fedex or UPS – all of whom are just as likely to have drones in their future.

Parts of this are not just changing the rules but eliminating them wholesale. I would expect this to be implemented in other countries long before it happens in the U.S., due to the legislative challenges here. We’re already well on the way to delivering relief supplies via drone. Why not retail?

Learning while looking ahead

Learn from seeing Amazon look years ahead without a guaranteed payoff, hitting on pain points, looking to shorten the sales cycle (money loves speed), looking to eliminate competitive disadvantages with WMT, looking to improve/control shipping, etc – while ignoring the fact that they can’t put the drones into service and prepare for the day when they can.

They’ll be learning new things about their business and their customers as well.

The challenge for you and for businesses all over the world is not to see another way that Amazon will eat your lunch, or to think you’re safe because you aren’t in retail, aren’t near an Amazon fulfillment center or are in a rural location unlikely to be served by drones.

Your challenge is to think beyond the advances you’ve been working on or considering. Those advances are important, but you also need to be figuring out things that are years off, all while considering what will replace them.

The dangerous thought is to ignore these things because they don’t threaten you now and wont for years.

Why is that so dangerous? Because that’s exactly what many in Amazon’s market did a decade or so ago – and they still haven’t caught up from making that mistake.

Start a streak

What have you done every day, every week or every month for years?

For example, I’ve written a weekly column for the Flathead Beacon since 2006.

I don’t get a week off from the column if it’s Christmas or the Fourth of July. It just gets done.

Some find that a massive, if not surprising, achievement. Others see it as if it were a ball and chain.

Me? It’s just something I need to get done every week. Some weeks, it’s harder than others – but I still make sure it gets done – and yes, I’m better at getting that done regularly than I am at some other things because I’m accountable to the community who reads it.

The value of that accountability shouldn’t be discounted. It’s a powerful tool and motivator.

Think about it

Think about the consistency of the tasks *you* perform to grow your business. Would more consistency in how you podcast, blog, tweet, vlog, post to Facebook, send an email, make a call, drop a mailing or send a newsletter mean more/better business? Would adding a new item to the list make more of an impact?

Of the things you do regularly, which of them produce the best response? (if you don’t know – fix that)

Would it help if that work was done more often? Think about it.

Business insight from the back of a shampoo bottle


Creative Commons License photo credit: thejbird

When are you going to get serious about your business?

Identify one thing you can do today to attract a new customer, educate a prospect or answer a common question.

Do it again tomorrow. If daily is just too much (seriously?), can you do it every couple of days, or at least once a week?

Once the habit is cemented in place, don’t stop. Ever.

Now find another rough edge in your business. Repeat the same process.

Like the shampoo bottle says: “Wash, rinse, repeat.”

Why don’t we do what we know must be done?

Change is hard.

We often don’t make a change because just thinking about it tends to be unpleasant, never mind the change itself.

We’ll think about it and mull it over and consider our options like we do about stopping for gas. We’ll glance at the pump as we pass by and put off the inevitable until the needle falls into that “below-the-E” zone where you know you’re in trouble if you don’t stop soon.

The decision to pull over and take 10 minutes to ensure that you can continue for hours or days takes just an instant. Yet many of us wait until forced to do it.

What actions are you waiting to be forced into? What would change if you didn’t wait?

It’s about the pain

Jim Rohn used to say “We don’t change until the pain of change becomes worse than the change of same.”

Yet we know better. Every day people make a decision not to fix something, change their mindset (or at least start down that path) or deal with the 500 lb gorilla in the room.

I sit in meetings with regularity where the obvious thing that has to be faced is ignored as if time will make it go away. Every day, the cost of not facing that thing increases.

Yet we continue to stall.

Why?

In the past, some have proposed that we’re afraid of reaching the destination we claim we’ve sought for years. In a few cases, that might be true, but I suspect that for the majority of people and businesses, advance thought might never have gone that far.

What important task have you avoided thinking about this month? What would happen if you forced yourself to focus on it for 15 minutes?

Procrastination

How many times have you thought about a problem you wanted to solve, then bought something (a book, service, etc) to help you address it – and then did nothing with the resource?

Our minds get satisfaction from the purchase. That little bit of dopamine is enough to pacify some of us. It pretends to be action.

We stop on the first rung of the ladder, or the second, or worst, the last.

When it comes to the most important thing you’re putting off, what rung are you on? Do you have more trouble starting or finishing?

Inertia

The trouble with inertia is that it seems to sprout from a smaller version of itself. It does this without water, sunshine or even MiracleGro.

Yesterday’s inertia morphs tomorrow’s seemingly insurmountable mental castle surrounded by alligator-infested waters. It grows like interest on a credit card bill. Every day, its slightly heavier weight eats away at you, your life and the stuff that needs to get done.

What’s the source of your inertia? Worse yet, what feeds it?

Overwhelm

Every marketer knows that if you present too many choices to a prospect, they’ll often choose nothing. They’ll….procrastinate, secretly hoping that the list will shrink and make the selection easier.

It isn’t much different than a todo list with 300 items on it or a TV listing with 300 channels or that restaurant menu with 40 appetizers.

Overwhelm breeds inertia. Would half as many choices help you get moving?

Momentum

There are two kinds of inertia. The kind we just talked about – the bad kind – is the inertia that keeps you from taking the first step, the next one or the last one.

With just one step, the bad kind transforms into the smallest instance of good inertia. Movement. It creates momentum, however small.

That first bit of movement spawns more. Every little decision you make in your day either contributes to it or undermines it.

Think about the little things that hurt your momentum. Stop doing them or at least, do them less often.

Think about the little things that fuel your momentum. Do more of them, however tiny.

Essential Keys

If you must, start with the smallest thing. Then the next size up. Build upon each tiny victory, even if it’s something as simple as sticking a stamp on an envelope or writing one page of that book.

The small victories, like tinder and kindling for a fire, are what build you into a sustainable force.

Do what must be done. Start right now.

How Shiny Is Your Robot?

Le Grand Eléphant // The Great Elephant
Creative Commons License photo credit: Stéfan

Have you ever noticed how careful we are as business owners to take good care for our expensive business equipment?

Like…robots.

Robots get their hydraulic fluid changed, hydraulic lines pressure checked, wear points examined, worn parts replaced, firmware updated, tolerances tested, configurations checked and their overall performance checked.

When a robot doesn’t measure up, it isn’t thrown away. It’s repaired and retrofitted, upgraded, updated and/or refurbished until it performs at the level of the other robots.

Fleet

Our company vehicles get similarly detailed maintenance and regular upkeep.

When I get my oil changed, I see the oil change shop’s company account list on the wall next to the register. You’ll see every sizable business in town that has a fleet of vehicles. All of them get regular fluid checks and other services. Business owners want their vehicle investments not only to last, but to serve them well every day.

Airliners get even more stringent maintenance. Safety is critical, but so is fuel efficiency, so we check everything and update anything we can on those planes to provide better safety and better “mileage”. Wiring, hydraulics, metal stress, backup systems. Backup systems for the backup systems.

Restful

You’ve seen the form on the back of the restroom door with times and initials. Someone’s “real job” is interrupted every few minutes or hours because some business owners/managers have learned over time that the state of customer restrooms is important.

When it comes to regular attention and upkeep, many businesses check the cleanliness of their customer restrooms several times per day. Some check them as often as every 30 minutes – even in businesses that don’t seem to offer the kind of service that would make you think they’d care about their restrooms.

Even in some of the dirtiest businesses, I’ve found a checklist on the back of the restroom door. That form must be initialed and marked with the date and time so that someone in management knows that the restroom got a once-over few hours throughout the day. Fail to initial the box within a few minutes of the right time and what happens?

Usually discipline.

People?

It makes perfect sense to every business owner to provide this level of care for expensive robots, vehicles and airliners a business invests in. It even makes sense for restrooms.

It either saves us money, keeps our customers safe, makes our business run more smoothly, produces our products faster and with better quality and even smells better.

Yet we see employees every day in customer-facing jobs that need to be trained. They start a new job and are shoved in front of a business’ customers with little more than a uniform shirt and a name tag. Why in the world would you hire someone, even for the summer, and then put them on the job untrained?

Do you care that little about the service your customers receive?

People are often the most expensive asset you have – and the one with the most potential to become your advantage. If you look around, you’ll find situations where the most rudimentary front line staff positions have hard-working people failing in the obvious public-facing ways simply because they haven’t been trained to do things “our way”.

Invest

Meanwhile, we try all sorts of things to manage our staff’s time. We hound them to get them to initial that restroom clipboard every 30 minutes because it proves to someone that “we keep our restrooms clean”. We value the speed and the interval that they show up in that restroom more than we value the job they actually did while there. Our controls over showing up demonstrate that.

The clipboard’s initials don’t say “I left this bathroom so clean my mom would approve.”  They say “I walked in and at the least, initialed the form” because that’s what we measure.

Yet you do it for robots

We check restrooms every 30 minutes. We retrofit, upgrade and reprogram robots. Yet some of us don’t work at all to invest time (much less money) in the improvement and training of our staff.

It’s time to focus as hard on them as we do the condition of the restrooms.

Imagine if both were highly polished.

Starting A New Business: Part 5 – Infrastructure

Infrastructure is one of those things you don’t necessarily think about as a new business owner.

Thing is, strong infrastructure often turns out to be the competitive edge that no one (other than you) notices.

Your clientele notices “stuff”:

  • You’re always on top of things and that you rarely, if ever, have to say “oh, that fell in a crack.”
  • Your staff knows where orders, parts and service people are, when they’ll be show up and what, if anything, is holding them up.
  • Your staff is proactive more often than not.
  • You don’t lose checks, invoices, legal forms and other marginally important paperwork (yes, that was sarcasm).
  • Their priorities never seem to get lost in yours.
  • You rarely (if ever) miss a deadline – particularly one that would embarrass or damage their business.

In other words, they notice when you really have your act together. Not only do they notice, but they remember, tell others and keep coming back.

The price of worry

Infrastructure is what helps you keep from worrying about “stuff” every single day.

Every moment you spend fretting about “stuff”, chasing down minutiae, emailing to ask for status reports is time focused on things that you shouldn’t even have to think about.

When you have infrastructure in place that takes these things off your mind, your mind is free to do more important thinking. More valuable thinking about things (and on a level) that transforms what you do.

Something as simple as an automated website backup process that sends your content to an offsite backup location is one less menial task and one less brain-sucking thing to keep in the back of your mind.

Do-It-Yourself?

Entrepreneurs are often DIY kinds of folks because we want something slightly better than the norm. It’s why we build solutions.

It also means we spend time on things we have no business doing. Either we aren’t any good at it, or we don’t have time to get (much less stay) current in that activity. It might be computers, your network, plumbing, human resources, benefits or event management.

Frequently these things involve some combination of legal, insurance, finance and taxes. Not the kind of “stuff” you want to mess up.

Little things that can destroy a day…or a week

If I lose electricity, I lose water because our well requires a pump. Meanwhile, my computers will be up for another hour or so thanks to uninterruptible power supplies (UPS), giving me time to backup, shutdown my systems cleanly and leave if I need to keep working.

Few people backup enough, for example. If lightning from one of the thunderstorms that visit your coastline almost every day destroys your computer, you get to buy a new computer and waste a day setting it up. If your customer and order data isn’t backed up, you’ll spend even more time re-entering your customer/order data – if you have it on paper somewhere. So much for those orders you needed to ship tomorrow.

I do all my client work in VMs (VM = virtual machine). I backup the VMs I use to a portable external drive. I backup to it regularly and test it often to make sure it works. Regularly does not mean annually – it means weekly, worst case. The work I do for clients is backed up constantly.

This means I can run out the door with nothing but that external drive, go to a local store, buy a computer, download VMWare and be working again without losing a thing, inside an hour – anywhere. Allowing the failure of a $500 desktop computer to kill your business is just foolish.

Your business might not be as portable as mine, and that’s ok. The takeaway, no matter what you do, is “Protect your ability to continue to do business productively”.

The back of your mind is full

The back of your mind is full enough already. Let it focus on serious work that only you can do and let experts take care of the important stuff outside of your expertise. The same goes for your staff. That back of the mind stuff is what infrastructure does so well.

Think long-term and strategically about infrastructure investments – and then invest as soon as you can.