Why are some Business People Self Destructive? [Supercharge Your Business]
Excerpt from Supercharge Your Business by Simon WeinerBusiness Person A He is a good example of somebody who, to the world outside, looked like a very happy and positive person, sort of “everything is great” guy. So, he and his family led their lives as if everything were going great: nice holidays, expensive finishing for their house, etc. But he knew there was a problem in his business; he just didn’t know what it was exactly. As a result, when he was by himself, he worried a lot. He worried about the business itself but also about his own family, who soon might no longer be able to live the lives they were now accustomed to.Business Person A didn’t know if or how much profit his company was making because there simply were no up-to-date accounting records. He started noticing something wasn’t right when there was no cash to pay either his expenses, or suppliers’ invoices, but when money from his customers occasionally arrived, the problem was temporarily solved. This situation carried on for some time until it was discovered his company owed so much money to his main supplier that there was a high risk the supplier would end their relation, which would signify the end of his business. So when I met business Person A, he was looking for me to wave a magic wand to make all his problems vanish.
Business Person BHe was a very calm and unruffled person, hardly showing any emotions to the outside world. He had worked hard on his business for about 40 years, transforming it from a tiny operation to a company employing 50-60 people. He liked having everything under control, and he was still involved in all areas of his business, just like at the beginning when there were only a few people working for him. After all these years, Business Person B decided to sell his company, and this was when he realised his business wasn’t in as good condition as he thought. As a result, he was unable to sleep and started having some health problems, since he feared everything was collapsing around him just at the wrong time. But he still was checking every tiny aspect of the business instead of focusing on the bigger strategic picture of preparing the company for sale. This meant the management and decision making were grinding to a halt and seriously affecting the already weakened business. When he asked for me to come on board and help, he didn’t really know what the problem was, he simply wanted it to be fixed before the company (and possibly him) would collapse.
Business Person C He was very devoted to the company he created. He knew how and when everything should be done, and, since he knew it best, he didn’t think anybody else could do it better and, therefore, ended up performing at least three roles. This obviously resulted in him being so exhausted and irritated that, after a while, he just wanted to sell his business and retire.Business Person C knew his company was achieving huge profits, so he was really surprised and couldn’t understand why there was hardly any interest in his great business by prospective purchasers. Frustrated even more, he started looking for help but wasn’t willing to pay for expensive professional advice and, instead, was getting cheap or free advice that was of little use. In his mad rush, Business Person C wasn’t able to notice that he was the business and that he was generating the profit: he was performing all the important roles, so, without him, the company wouldn’t continue. The market value of his business, at that point, was almost zero, as, not surprisingly, there were no buyers.
Business Person D He was a highly emotional, kind of black-or-white person. Whoever was not with him was against him, straightaway becoming his worst enemy. He was under tremendous stress and strain caused by his personal and business life; therefore, when matters didn’t work his way, he would get angry and, sometimes, even aggressive. Business Person D was full of contradictions. On the one hand, he was committed to his business and so desperate for it to be successful that he was even willing todeceive people to achieve the end objective. But, on the other hand, whenever there was any money in the company, he would use it for his personal expenses and not for developing his organization. Additionally, although he knew he needed help with his company, he still often acted as if he were the only person who knew how his business could be rejuvenated, and he didn’t take notice of any advice. That’s why many bad decisions caused the company to be in an even worse financial condition, and nobody was interested in supporting his business with new finance.Some business people are simply on a destructive path and this blinds them to the opportunities.They are negative. They are close-minded. They don’t listen. They carry on doing what they always do because that’s what they’re comfortable with. They don’t think beyond today. They think about themselves more than their business, risking the life of the business itself.It’s important that there are changes to the business person’s attitude and behaviours as well as to his company because the business person is the conductor of the business, and, if he does a poor job, the organization will suffer accordingly. So the business person must become positive and see the light at the end of the tunnel. He must be willing to listen to and accept new ideas. He must be willing to change those parts of his behaviour that are negatively impacting the organization. He must have a long-term vision of his company and stop focusing on today. He must nurture the business so that it grows strong and healthy and then, in return, the business will be able to look after his needs.With this change in the business person, there is a good chance that value-added parts of the company can not only be identified but also realised.However, this cannot be achieved without defining a vision for a business, the principles of which I am going to explain next.So are YOU ready now for this adventure? There is a golden nugget waiting for you along the way.
Business Person BHe was a very calm and unruffled person, hardly showing any emotions to the outside world. He had worked hard on his business for about 40 years, transforming it from a tiny operation to a company employing 50-60 people. He liked having everything under control, and he was still involved in all areas of his business, just like at the beginning when there were only a few people working for him. After all these years, Business Person B decided to sell his company, and this was when he realised his business wasn’t in as good condition as he thought. As a result, he was unable to sleep and started having some health problems, since he feared everything was collapsing around him just at the wrong time. But he still was checking every tiny aspect of the business instead of focusing on the bigger strategic picture of preparing the company for sale. This meant the management and decision making were grinding to a halt and seriously affecting the already weakened business. When he asked for me to come on board and help, he didn’t really know what the problem was, he simply wanted it to be fixed before the company (and possibly him) would collapse.
Why not Supercharge Your Business & Never Worry about Money Again? RT https://t.co/hZW71TRjqu #smallbiz #business— Simon Weiner CGMA (@simondweiner) November 26, 2015
Business Person C He was very devoted to the company he created. He knew how and when everything should be done, and, since he knew it best, he didn’t think anybody else could do it better and, therefore, ended up performing at least three roles. This obviously resulted in him being so exhausted and irritated that, after a while, he just wanted to sell his business and retire.Business Person C knew his company was achieving huge profits, so he was really surprised and couldn’t understand why there was hardly any interest in his great business by prospective purchasers. Frustrated even more, he started looking for help but wasn’t willing to pay for expensive professional advice and, instead, was getting cheap or free advice that was of little use. In his mad rush, Business Person C wasn’t able to notice that he was the business and that he was generating the profit: he was performing all the important roles, so, without him, the company wouldn’t continue. The market value of his business, at that point, was almost zero, as, not surprisingly, there were no buyers.
Business Person D He was a highly emotional, kind of black-or-white person. Whoever was not with him was against him, straightaway becoming his worst enemy. He was under tremendous stress and strain caused by his personal and business life; therefore, when matters didn’t work his way, he would get angry and, sometimes, even aggressive. Business Person D was full of contradictions. On the one hand, he was committed to his business and so desperate for it to be successful that he was even willing todeceive people to achieve the end objective. But, on the other hand, whenever there was any money in the company, he would use it for his personal expenses and not for developing his organization. Additionally, although he knew he needed help with his company, he still often acted as if he were the only person who knew how his business could be rejuvenated, and he didn’t take notice of any advice. That’s why many bad decisions caused the company to be in an even worse financial condition, and nobody was interested in supporting his business with new finance.Some business people are simply on a destructive path and this blinds them to the opportunities.They are negative. They are close-minded. They don’t listen. They carry on doing what they always do because that’s what they’re comfortable with. They don’t think beyond today. They think about themselves more than their business, risking the life of the business itself.It’s important that there are changes to the business person’s attitude and behaviours as well as to his company because the business person is the conductor of the business, and, if he does a poor job, the organization will suffer accordingly. So the business person must become positive and see the light at the end of the tunnel. He must be willing to listen to and accept new ideas. He must be willing to change those parts of his behaviour that are negatively impacting the organization. He must have a long-term vision of his company and stop focusing on today. He must nurture the business so that it grows strong and healthy and then, in return, the business will be able to look after his needs.With this change in the business person, there is a good chance that value-added parts of the company can not only be identified but also realised.However, this cannot be achieved without defining a vision for a business, the principles of which I am going to explain next.So are YOU ready now for this adventure? There is a golden nugget waiting for you along the way.
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