シャドーイング練習: Business is Hard Until You Design it Like This - 動画で英語スピーキングを学ぶ

Business can be very tough. There's highs, there's lows, there's pressure to succeed and putting out fires every single day. And there's really a reason that only some people have the guts to do it. I've studied over a thousand businesses. And I've learned that it's not timing, it's not competition, and it's not the market conditions that cause businesses to fail. It's the deeper structural and human mistakes that slowly kill a business and make it impossible for it to be successful. So, these are the six traps that cause businesses to fail and proven ways to avoid them. The first and most common reason why businesses fail is the whole concept of control. A lot of business owners are great at delegating pieces of their business, usually the pieces that they don't like. But the big mistake is they never think about how they would actually replace themselves inside their business. And most people rationalize this. If you are the best at something and you enjoy doing it, why would you train someone else to be good at it? But this is why businesses stay stuck because the owner is still doing the thing that makes them valuable and then they haven't trained someone else to do it and then they don't have time to do the things that are actually required to grow the business. They become a prisoner in this thing that they created. You see, most business owners will tell somebody to do something that they themselves aren't willing to do, which makes them hard to duplicate.

Think about it. They don't update the CRM. They're not consistent with their follow-through and they end up being stuck in the day-to-day operations because they can do just enough to get by, but it is not the right way that they would be doing it if somebody else inside their business was actually responsible for that function. And this ultimately causes failure because the business owner doesn't have to do everything, but they end up getting stuck in the thing that they're good at.

But then what happens if they get sick or they want to go on vacation or they want to exit their business? the business tends to fall apart without them. So if this is you, here is what you do. Give yourself a title according to what you actually do every day. If you are responsible for recruiting inside your business, put that function as a recruiter because you are handling hiring. Or if you are the most senior salesperson, think of your title instead of CEO as senior sales rep because that's actually the function that you're in. And then when you start to think about your role as the different functions that you play, you document what you do in each one of them every single day. You set targets around what you would hold somebody else accountable to if they were in that position full-time. And then you hire and train the right person for that role. There is no way someone is ever going to be able to do everything that you do. That is why you are the business owner. But this is how you duplicate yourself within your business so that you can let go of control of the day-to-day and start actually running and scaling your business. Next is number two, and it is a mistake that I have made over and over again. Hiring based on pressure instead of fit. I once hired an employee extremely fast because we needed to fill the spot on the team. We didn't follow a normal interview process and I know for sure that if we had more time, we wouldn't have actually hired the person.