Frequently Asked Questions
Some of the questions business owners ask me don't fit neatly into a category. They're about identity, trust, timing, and what comes next. These are the ones I hear most from owners who are running solid businesses but wrestling with bigger questions.
How can I create a business that I love instead of what I currently have?
Start by figuring out exactly what's stealing your energy. Most owners who are unhappy in their business are doing too many things that don't align with their strengths, serving customers who aren't a good fit, or running a company that's outgrown its structure. The fix usually involves clarifying your role, building a leadership team that can carry more, and making deliberate decisions about which parts of the business you actually want to be in. 5 Signs of Business Owner Burnout is a good starting point.
Do I reinvest our profits in the business or reward myself and my family?
Both, and with a plan for each. This is ultimately a financial and strategic decision best made with a CFO or financial advisor who understands your business. What I can say from a coaching perspective is that owners who never reward themselves burn out, and owners who reward themselves before the business is stable put the whole thing at risk. The answer is usually a structured owner compensation policy that accounts for both growth investment and personal return.
What do I do when my marketing efforts don't work?
First, get clear on what 'not working' means. No leads? Wrong leads? Leads that don't convert? Each is a different problem. Most small business marketing issues come from targeting too broadly, messaging that doesn't speak to a specific pain, or no clear follow-up system. Make sure you have a clear picture of your ideal customer and a compelling reason for that customer to choose you. Referral Marketing Strategy: No One Talks About a Boring Business covers one of the most underused approaches.
What will I do if I sell my business?
This is a question more owners should ask before they're in the middle of a sale. What happens to your identity, your relationships, and your time when the business is gone? Many owners discover in the first year after a sale that they had more of themselves tied to the business than they realized. Think through what you want the next chapter to look like well before the transaction happens. That planning should include your financial picture, your post-sale role if any, and a real answer to what you'll do with your time.
As a business owner, who can I trust?
Fewer people than you might want, and more than you might fear. Your most trusted advisors are usually people who have no financial stake in your decisions — a coach, an experienced peer, or a board advisor. Be cautious with people who benefit financially from your choices. Build a small circle of people who will tell you what they actually think, not what they think you want to hear. Invest in those relationships before you need them.
How do I fire my business coach?
Directly and professionally. If the engagement isn't working, it's better to say so than to quietly disengage. A good coach will want to understand why and either adjust or help you find someone better suited to where you are. If the relationship has run its course or the fit was wrong from the start, that's a legitimate reason to end it. You don't owe a coach an extended explanation, but a direct conversation is more respectful than a slow fade.
Why do we have to have meetings?
You don't have to have bad meetings. But you do need a regular cadence of structured communication if you want your team to stay aligned, problems to surface early, and decisions to get made. The issue is almost never that there are too many meetings. It's that the meetings that exist are poorly run, cover the wrong things, or include people who don't need to be there. Fix the meetings before you cut them.