Going beyond the 9-5 means staying flexible means more opportunities and the time to take advantage of them, not less.
Of course, embracing the chaos requires one to keep an accurate schedule whether paper or digital. Write down important dates and times, make lists, set reminders. When working within the rigidity of the 9-5 it is often easy enough to know you’ve got eight hours to get it all done, not so for the small business owner.
Finally, while embracing the differences between the rigid 9-5, which for many is a challenge easily met, on must recognize their own limitations. Yes, do things non-traditionally. Yes, take advantage of more opportunities. Yes, be available for an overseas client at 4am and the local client at 4pm. But. On must recognize their own limitations are it is all for naught.
For many new independents it might be difficult to know, at first, what their limits are. Be prepared to recognize that moment in which although you’ve taken juggling lessons you begin to wish you had four arms.
Being a small business owner almost guarantees one isn’t going to work a simple 9-5. Some may start their day only a few hours after night owls are going to bed, while others may have nothing but empty hours until lunch time and then it all comes rushing in at once. Others may experience a trickling in over 10-12 hour days.
Working with these irregular hours is key. Breaking up when one works will help maintain energy, focus, and problem solving—we have all experienced a scenario in which no matter how much energy we put into a project we lose sight of what is truly important, become exhausted and our thinking becomes muddled and useless.
When on concentrates on a non-work project for a while it allows our mighty subconscious to come to life and do some problem solving for us, while we get whatever else done. One will come back to the work project with fresh eyes, fresh ideas, and energy to implement them.
Embrace the irregularities involved in running our own business. Insisting on a the standard and rigid 9-5 only limits the possibilities and opportunities.
Working from home for the first time can be a challenge but here are some tips to get you going.
First, get your technology sorted. This means hardware and software. Your IT department may or may not have guides written to get you started. If you are working with any kind of sensitive information, especially the kind a company can be legally liable for, you’ll want to know for certain that information stays secure. If you aren’t provided with any specific IT instructions, guidelines or help make sure to inquire on your own.
Make sure you’ve got your home WiFi and work computer talking to each other and getting along before the first day of work. Make sure all your software functions as it should and that you can log into whatever you need to just as you do at work.
If you are going be relying heavily on video conferencing, make sure your internet connection has enough bandwidth to handle the calls. You’ll want to make some test calls, maybe with a peer from work, to check this.
If your connection is too slow, don’t immediately upgrade your service. There are several things to look into to open up some bandwidth on your current connection. If you don’t absolutely require video, making an audio only conference call takes far less bandwidth. Other users, like kids, may be using a ton of bandwidth if many of them are accessing the internet from different devices at once. You may need to set ground rules for when children can use the WiFi.tech
Given this time of year is busy and stressful both in our careers and in our personal lives it seems impossible to even begin to think about next year when there is so much crammed into the end of this year. But it is really never too early to start thinking about the future.
As a leader it is your job to set the tone. When looking at your end of the year numbers, keep in mind that you’ll want to budget both time and resources to invest in the professional growth of your time. You’ll want the best quality training you can get. Whether it is keeping up with new technology, changes in regulations that affect your business, or changes to products, services and branding you’ll want your team up to date for the challenges ahead.
Pep talks, metaphoric speeches and rallying the troops is all well and good, but you’ll want real, concrete goals for the new year. Vague New Year’s resolutions like ‘getting the business into shape’ are useful and it is hard to make your team accountable for such vague goals. You want to set goals that are specific and achievable—if you set goals too high you are setting your team up for failure. You also want to set goals for which you can measure you and your team’s success. Also, give yourself and your team a time frame for achieving these goals.
At some level all successful businesses depend on quality data. Whether your team collects this data for the organization or you organization outsources their data acquisition make sure you are acquiring data that is not only accurate, but the data you actually need. Look back at your year and decide where you data was lacking.
Human beings have always been storytellers. We’ve used stories to bring ourselves together, to explain what then could not be explained and to inspire ourselves to be better than we are. Beyond this kind of storytelling we all tell our inner-selves’ stories. Our subconscious and conscious selves select facts and experiences from the stream of life to create a narrative that informs who we, the protagonists, are.
If this is beginning to feel a little Jungian, you aren’t far off. Stories can shape people and those people help sculpt the groups of which they are a part. Many great leaders throughout history have been storytellers. President Lincoln, for example, in the Emancipation Proclamation described an American in which all men truly were created equal. FDR in his fire-side chats described an American ideal for all citizens to live up to.
A leader’s unspoken inner narrative (those of the subconscious that are not often verbalized) are part of what create the shape of an organization and influences its team members.
These stories drive our decision-making process and ultimately our actions. This is the lens through which we see and analyze anything from a customer’s reaction to our products or services and through which we decided whether or not to hire a new team member.
If a leader tells themselves stories about unrealistically positive future this is in turn what their team will believe. Likewise, if a leader’s inner narrative only blames others for the failures of an organization their team will also follow these kinds of stories when analyzing their own and other’s behavior. If a leader’s inner stories are only filled with strife and failure this will affect the leader and the team’s ability to perform.
The wisdom here is not to try and use or misuse narrative, but to understand that the human mind needs coaching to be objective. Leaders should try and recognize how their inner narrative is filters and distorts everything the mind takes in.