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A Job Description for the Business Owner - Александр Высоцкий

A Job Description for the Business Owner

Страниц

110

Год

2019

Being a business owner is a monumental feat, one that involves a multitude of responsibilities. However, it is crucial to understand the distinction between the duties of a business owner and those of a senior executive within a company. As someone venturing into the realm of entrepreneurship, it is natural to ponder upon this question and seek clarity. Yet, finding a comprehensive and meticulously outlined account of the core duties of a business owner can prove to be quite elusive.

A business owner holds an indispensable role in the success and growth of a company. Beyond the realms of merely overseeing operations, they bear the weight of ultimate decision-making and hold the reins of strategic planning. Their responsibilities extend far beyond the confines of a typical senior executive's duties.

While a senior executive is primarily focused on executing the established directives of the business owner, they function as a vital cog in the organizational machinery. Their duties encompass efficient day-to-day management, fostering a harmonious work culture, and ensuring optimal productivity within their designated areas of expertise. On the other hand, a business owner transcends these realms, taking on a more holistic approach.

As a business owner, you must not only be well-versed in the intricacies of each department but also possess the foresight to envision the company's future trajectory. You become the visionary leader, charting the course of success while simultaneously grappling with the ever-evolving market dynamics. Your responsibilities encompass forging strategic partnerships, establishing a strong brand identity, and cultivating a loyal customer base.

In addition, a business owner must adeptly navigate through financial intricacies, including budgeting, investment decisions, and risk management. The accountability for the company's financial stability and growth rests firmly on their shoulders. It is also essential for a business owner to possess exceptional entrepreneurial skills, which involve identifying new opportunities, adapting to market trends, and innovating to stay ahead in the fierce competition.

Furthermore, a business owner wears multiple hats within the organization. They are responsible for recruiting and nurturing a talented workforce, ensuring operational efficiency, and holding the responsibility of legal compliance. To navigate through the dynamic business landscape, a prudent business owner must also possess effective communication skills, be resilient in the face of challenges, and display unwavering perseverance.

Therefore, it becomes evident that the duties of a business owner extend much further than those of a senior executive. While a senior executive diligently works towards implementing strategies and achieving predetermined goals, a business owner amalgamates all these efforts, placing them within a broader context. The responsibilities of a business owner are multifaceted and demanding, requiring an unwavering commitment, adaptability, and an unyielding passion for success.

In conclusion, being a business owner is truly a remarkable journey of both rewarding triumphs and arduous challenges. Embracing the diverse array of responsibilities that come with the territory, a business owner's commitment and dedication fuel the growth and prosperity of their company. So, if you have set your sights on becoming a business owner, prepare yourself for an exceptional voyage that requires a unique amalgamation of skills, vision, and perseverance.

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Acknowledgements

This book could not have been written without the support of the employees and partners of Visotsky Consulting, Inc. They are incredibly dedicated to their work and are committed to helping business owners. I want to express special thanks to the business owners who graduated from our Business Owners Program. Many of the ideas for this book came from my conversations with them.

Introduction

One might consider this book to be quite unusual. It is not about how to start a business, or how to earn millions. And it is not for those who dream only about creating their own businesses. Instead, the target reader for this book is someone who has already created his or her own business and continues to participate in the daily activities of the company.

Those who have founded their own businesses often fall into the trap of being too involved in or personally performing the day-to-day operations of the enterprise, only to find they cannot escape—sometimes for a lifetime. They set up companies to achieve their dreams, yet years later they feel like hamsters spinning on a wheel. To some extent, any founder of a company knows that his or her main purpose is not to solve daily operational issues personally. They understand that in focusing on strategic matters, they will be able to contribute much more to the business than by simply making sales or managing technical issues. There is a reason why most small to medium-size business owners cannot escape the daily grind and thus continue to be more like clerks at a grocery store, never “growing out of their first pair of pants.” One might say they become victims of their own success.

People like to continue doing the things about which they feel competent. That makes sense. Success is usually based on a high level of competence, and that includes knowledge, skills, and experience. New companies are created by enthusiasts, the experts in their fields, and it takes years and considerable effort to achieve that high level of excellence in anything. Real pleasure and comfort come only when such competence is acknowledged and results in a loyal client and customer base, an increase in revenues, and public recognition of the brand. It's very rewarding to receive well-deserved recognition. This natural to want to enjoy one’s success, but therein lies the trap: There is no desire to change anything fundamentally.

In order for a company founder to rise above day-to-day operational activities, it is necessary to think and act in a completely new way. This means leaving one’s familiar comfort zone and going beyond one’s current levels of confidence and competence for a period of time. The first step is to figure out in which direction to move, and why. In order to be able to delegate operational management to a top-level executive and become one’s own business strategist, it is first necessary to understand what the job is all about.

This book describes the real job of a company owner as a professional activity with certain very precise responsibilities. My intention is to define these responsibilities in a practical and cogent way, since they are actually really simple by nature. While reading this book, you will likely find that you have already been carrying out many of these duties of a business owner intuitively and that all the progress you have made with your business has, in one way or another, been linked to the fact that you have acted in a correct manner. If this were not true, then only graduates of specialized business schools could create successful businesses, and that is not the case. The only difference between a professional approach and an intuitive one is that the professional clearly understands what he or she did right, and what was done incorrectly. Being informed allows for a conscious use of the experience.

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