The Ten Truths for Making Business Fun
And building a business that sustains you for years to come:
This is the fourth article in a monthly series on Making Business Fun: This article is about the 5 business management Truths
The last article laid out the five building blocks of management of a fun business and you can read it here
Building a Fun business: Leadership
What does it take to be the leader of a Fun business
Great leadership in business can (for a while at least!) compensate for less than perfect scores when it comes to profit, passion, planning and many other pivotal aspects of running a Fun Business that sustains you for years to come.
If you are a great business leader of your people, then you’ve taken the Leadership Truth from my first book (download it for free here) to heart: “Your time, your health and your brain cells are gold,”. It’s also likely that you live the Truth from my second book (download it for free here) about leadership: “You have passionate beliefs, you walk the talk, and you are not afraid to dream,”. If so, you will more than likely have a business that does better than most.
I also once wrote that “a leader is simply someone we trust, and who is courageous, authentic and passionate.” This is clearly a great starting point because if your people don’t trust you, then no amount of systemisation, marketing or planning will get your business past a subsistence level. Inversely, when your people do trust you, see your courage and feel your passion, you will be forgiven for many other shortcomings.
Now, I’m going to invite you to take this thinking one step further.
Fun for Everyone
A Fun Business should be Fun for everyone involved. It should also sustain everyone – not just the owner – for years to come.
When I say everyone, I actually do mean Everyone (with a capital “E”): you, your family, your staff, your staff’s family, your suppliers, your contractors, your customers, your investors and even your community.
In fact, I am completely convinced (from everything I’ve seen and studied over the past 35 years!) that truly great small businesses are founded by and built around a leader who is committed to building such a business, for everyone.
Servant First, Leader Second
In his book “Good to Great”, Jim Collins talks about the concept of “Level 5 Leadership”. Leaders who operate at this level are passionate, authentic, driven and ambitious – but not for themselves.
Level 5 leaders are ambitious for their organisation and their people. Their ego doesn’t get in the way of how they run their businesses. They might be heading up massive global corporations, but they still fly economy (like the founder of Ikea) or do their own shopping at the supermarket on Saturdays (like the founder of Walmart) or answer their own phones (like the CEO of Nucor Steel).
This concept has a lot of parallels with “servant leadership”. Robert Greenleaf at Harvard University coined the term in the 1970s, but the idea has been around for much longer (a famous Chinese general wrote about something similar thousands of years ago). As Robert Greenleaf explains: “The servant leader is servant first… It begins with the natural feeling that one wants to serve first. Then conscious choice brings one to aspire to lead… (versus one who is leader first…).”
In my experience, every small, medium and large Fun Business that sustains all for years to come is run by a leader who sees their role as servant first and leader second.
A great example of this “leader as servant” notion comes from a client of mine who owns supermarkets. I remember the day we were discussing the structure of his business and we had drawn a new organisational chart in the traditional hierarchical model – the classic pyramid structure.
My client sat on top of the pyramid as the CEO. He had two different top managers below him, a bunch of store managers in the middle and all the shop staff at the bottom. We spent a lot of time talking about the structure and it became clear that my client was feeling uncomfortable.
We got up and walked around the room a little and suddenly his eyes lit up while he was stood on the opposite side of the table. “That’s it,” he said, “I am going to turn the pyramid upside down! I see my role as being at the bottom, not the top. My role is to support everyone in the business to do great work and grow as people.”
My client had that insight in 2010 and now his company has grown into a Fun Business that sustains everyone and will undoubtedly do so for years to come.
There is a quote by sales guru Zig Ziglar that illustrates the same principle: “You can get everything in life you want, if you will just help enough other people get what they want.”
Your Homework (The Fun Kind)
Think about some of the greatest business leaders of the modern era. Don’t imagine the rock star leaders who are household names for a while and then cash out and let everything fall apart behind them. Focus on the quiet, enlightened leaders of businesses that grow and develop year after year without fanfare.
In order to build a Fun Business that sustains you for years to come, you need to strive to become an enlightened leader. These leaders are committed, driven and ambitious. However, they don’t do it for themselves. They do it for the business and its people.
What can you do to embody enlightened leadership? It could be anything from regularly sharing helpful insights and nuggets of wisdom with your team to honing your emotional intelligence in order to find more empathy for others. No guru necessary – I promise!
Remember, if you want to have something you’ve never had before, you’ve got to be someone you’ve never been before.
Next Month, I’ll be talking about the myths of business growth
- Personal development and leadership
- The three personal secrets to building a beautiful business
- Mentoring, support and guidance to becoming a great business owner
- Goals: Why I don’t believe in Goalsetting and why it works
- Small Business Masterminds webinar on time management
- Jim Collins: Level 5 Leadership
- Ian Fuhr TED talk on Servant Leadership
- Robert Greenleaf video introduction to Servant Leadership