How to Get Un-Stuck when Making Decisions

How to Get Un-Stuck when Making Decisions

Recently I wrote an article for APeeling Magazine about how to get out of your head when you’re faced with an important decision. Today I’m sharing some similar ideas, but if you’d like to read the original article, click here.

I’ll bet if I asked you to track all the decisions you make in any given week, the number would easily be in the double digits. And that isn’t counting all simple, mundane decisions we make every day. As the CEO of a company, some of the decisions you make are small and simple – there’s an obviously right choice, and it only takes a few minutes of your time. However, there are also those other decisions, the ones that carry more weight or don’t have an obviously right answer, that tend to suck away all of your time and energy for longer than you’d like. If you’ve ever been lost in the weeds of making an important decision, today’s post is for you.

Chances are your decision-making struggle is caused by one or more of the following scenarios:

Outside Pressure

In this situation, you’re struggling to make a decision based on what other people think you should be doing, or your perception of what others will think. If there’s outside pressure pushing you in a certain direction, but your inner voice is telling you that’s not the right solution, it causes conflict. How much easier would life be if we could reject the idea of outside pressure, and just make decisions based on trusting our gut or knowing what we want? Unfortunately, most of us do struggle to meet outside expectations, so this can be a very real problem.

Want vs. Should

You may be struggling because there’s something you know you should do, but you really don’t want to do it. Or vice versa – there’s something you want to do, but it feels like something you shouldn’t be spending your time on. This might be a “suck it up” moment where you really just have to bite the bullet and do the unpleasant thing, even if it isn’t fun or exciting.

Feelings vs. Facts

In this scenario, chances are you know what you need to do, but you’re afraid of hurting someone else’s feelings by making this choice. A similar situation is one where you don’t want to have to inconvenience anyone else to make this decision possible, so you’re afraid to ask them for help. It might help to think about what you’re losing by not making this choice, or what you would lose if you didn’t ask for the help. It can help to have data to help you make the choice that will involve a difficult conversation.

Equal Footing

Sometimes a decision is really hard because it’s either a decision between two good choices or between two bad choices. If you can only choose one thing out of two great options, it can be hard to pick one because you’ve got a fear of missing out on the other option. Conversely, if you’re stuck between a rock and a hard place, neither option feels very appealing. In this case, you probably have to go with what feels the most right (or the least wrong), and just move on.

Alignment with Your Goals

Maybe what’s holding you back from making a decision is that somewhere, your gut is telling you that this decision isn’t really in line with what you need to be working on right now. If you’ve been following a system of setting goals in your business, is this decision going to bring you closer to your current goal, or distract you from it? If you’ve been feeling reluctant but you aren’t sure why, check in with yourself and your goals to see if this decision is truly in alignment with where you should be focusing right now.

Usually, the things that hold you back from making a quick decision are somewhat intertwined. Chances are, you’re actually dealing with more than one of these scenarios at once. The biggest obstacle is identifying what holds you back; once you can do that, it becomes a lot easier to find a solution and move forward.

The next time you’re stuck in the middle of a choice that’s too difficult for you, try identifying what’s holding you back and acknowledging the problem first. Then, make a list of your options so that you can evaluate them and pick the one that’s best for you. As the CEO of your company, you have to hold yourself accountable to making the best decisions that you can, given the tools and resources at your disposal. It isn’t always easy or fun, but it’s necessary if you want to keep moving forward in your business.

If you need some help identifying the greatest area of need in your business, the GEARS assessment can help! Click here to take this free assessment to determine the strengths and weaknesses in your business, so that you can choose the best options to focus your time and energy on for the upcoming quarter.

Quarterly Review: A Resource Roundup

Quarterly Review: A Resource Roundup

For my entire life as an entrepreneur, one thing that I really geek out over is quarterly review & planning sessions. I just love the clarity I find in these sessions that helps me take an honest look at where I’ve been, the momentum it builds to set goals for my future, and the security of knowing I have a solid plan to carry me forward for the next three months. 

Since this has been one of my favorite topics for years, I’ve written quite a lot of information about it! So today I’m rounding up some of my favorite posts, in the hopes that they might inspire you to find some motivation around your own quarterly planning.

Want some advice and tips for quarterly planning? Check out these posts…

If you want to DIY a quarterly planning process for yourself, these resources should be pretty useful to you in that process. However, if you’re looking for something a little more useful, I’d love to invite you to join me for the Quarterly Tune Up.


The Quarterly Tune Up is my goal-setting program for successful CEOs and entrepreneurs who want to…

  • get clear on where they’ve been and face the facts of their current business situation.
  • use a customizable system to set goals that are authentic to their own needs and dreams.
  • have the support and inspiration that comes from brainstorming with like-minded entrepreneurs and surround themselves with others who totally “get it.”
  • hold themselves accountable with as much or as little pressure as they need from an outside source in order to take the action required to achieve their goals.
  • carve out time each quarter to work on their business goals and take the regular action required to get to the next level.

Interested in how Quarterly Planning can help you achieve the goals you have for your business? Join us April 6th & 7th, 2022, for the Quarterly Tune-Up!

How to Make Accountability Charts For Your Business

How to Make Accountability Charts For Your Business

Do you ever finish out your work day and wonder where the time went? Do you feel like you’re not really accomplishing very much, even though you’re working all day? Chances are you’re losing crucial time in your business trying to do too many different tasks, or manage too many different people. A solution for this problem is to create an accountability chart for your business.

An accountability chart is like an organizational chart, but with one key difference: an accountability chart focuses on what people are going to be accountable for rather than just listing their job description. I would love to take credit for this idea, but the first time I was exposed to it was in the book Traction by Gino Wickman.

Creating an accountability chart will help you get clarity on who’s doing what, but also help you step back and take accountability only for the tasks you’re supposed to be handling as the CEO. For everything else, your only job is to hold your people accountable for what they owe you.

How to Create an Accountability Chart in Your Business

Step 1: List the tasks that must be completed in order to run your business.
You can group these into different areas, but don’t let yourself get boxed into existing job descriptions or the people who are currently working for you. Think only about the actual tasks that need to go on somebody’s To Do list in order for your business to keep running every day. List them all.

Step 2: Group those tasks into roles.
Think about the most logical way to combine those tasks into roles, or job descriptions. No matter how you’ve done it in the past, this is a chance to invent the best practices that will carry your business forward. If someone is doing Task A, which other tasks are the most logical for them to take on as part of their role in your company? 

Step 3: Define the accountability for each role.
What is the deliverable outcome for each job description? What will that person need to be accountable for producing as they complete those tasks? You may also want to use this step to put a time frame on this accountability: how frequently do these tasks need to be completed for maximum results? Is there any flexibility on this, depending on the person you eventually hire to fill this role?

Step 4: Determine the number of hours or people needed to fill this role.
It’s only natural that the roles you have in your business will grow as your business does, but think about right now: how many hours per day or week would it take someone to fulfill the duties of each role? Chances are, when you’re just starting out, one person (maybe even you) can take on several roles at once. It’s still important to define them as separate roles, though, so that as the business grows that person can pass off some roles to other people and fill more of their time doing fewer jobs.

Step 5: What is the appropriate accountability structure?
This is where the accountability chart starts to look more like an organizational chart. A Chief Financial Officer role may also be accountable for ensuring the roles of Bookkeeping and Payroll Tax Preparation are being fulfilled. And right now, those roles all may be the same person. However, as your business grows, those roles may be taken over by other people. Keep in mind, we are designing for the future, not just the present.

Step 6: Share as needed.
Everyone who works for you doesn’t need a detailed job description for every other person in the business, but they do need at least a baseline of information. If I’m your employee, I need to know my own job in pretty strong detail so that I make sure to complete my tasks and maintain the things I’m accountable for. I also need to know who I report to with questions, problems, and results. For everyone else in the business, I just need to have a basic idea of their role so that if an item comes across my desk that should really be theirs, I know where to forward it.

As you develop your chart, remember that accountability is key. You don’t want “too many cooks in the kitchen,” or too many folks who are accountable for the same thing. The higher up you go on your chart, the fewer people should be accountable for each outcome. Fundamentally each role should be able to be summarized by 3 – 5 bullet points.

It may seem unnecessary if you’re still at the stage of business where you’re doing most of the work, or you only have 1 or 2 employees or contractors. However, having clear roles now means it’s easier to grow your business down the road, because you can hire people according to their strengths. If one person is balancing multiple roles right now, they can eventually give away the ones that aren’t firmly in their wheelhouse in order to focus on the ones that are. 

If you need some help identifying the roles in your business and holding your team accountable for their tasks, come join us in the Operations Engine. You’ll get support from other CEOs like yourself, with guidance and advice from me every step of the way. Click here to schedule a call for more information.

(PS: if you’d like to dig deeper into this topic, I really recommend the book Traction: Get a Grip on Your Business, by Gino Wickman. It has some really practical advice for how to get a handle on your business operations.)

Going with Your Gut Only Gets You So Far

Going with Your Gut Only Gets You So Far

How many assumptions do you make about your business on a regular basis? Do any of these sound familiar to you?

  • I’m pretty sure I’m on track to meet my goals this quarter.
  • It feels like my numbers are about the same as they were last year.
  • I haven’t gotten any red alert notices from my bank, so I assume my financials are fine.
  • It seems like my clients are happy with the work I’m doing.
  • I’m pretty sure my employees are doing the work I’ve asked them to do.

Running your business on assumptions is a dangerous game. If you’re assuming everything is okay, you’re letting yourself off the hook. You need to stop assuming and start knowing.

So, what’s it going to take for you to know that your business is on track to meet your goals, rather than just continuing to assume you’re going to make it?

Ask yourself the following questions:

What do I need to track?
Consider the most important metrics in your business: financials, sales, new clients, referrals, or whatever it is that usually brings you the most growth. Remember these metrics don’t have to be “typical” measures, they just need to be drivers of your goals. Those are the metrics you need to be tracking regularly.

What are my goals for each of those metrics?
Once you know what to track, set a goal for each one. Pick a goal that you can meet within the next quarter, so that it will be easier to track and you’ll see results in a shorter amount of time.

How often do I need to track these things?
You want to track each area often enough that you can see progress when it happens or catch problems when they occur. However, the balance to that is that you don’t want to track so often that it seems like you’re not making any progress at all, because that can be disappointing. (Think of it like weight loss: if you measure your weight every day it can be difficult to see progress, so once a week is a more reasonable time frame.) So this might be daily, weekly or monthly.

How will I hold myself accountable?
You need to hold yourself accountable for actually tracking the metrics, but also for reaching your goals. It doesn’t need to be fancy, it just needs to be used consistently and deliver the information you need. Celebrate the wins and if you notice a backslide in any particular area, make sure that you take the time to work on that area and don’t just let it continue to falter.

How will I hold others accountable?
Some of the areas you’ll want to track may fall under the responsibility of other people who work for your business. If one of your employees isn’t meeting their goals, it’s your job to hold them accountable for that and also to support them in making corrections. If it comes to it, it may also become your job to let them go if they’re consistently not meeting your expectations.

You are the CEO of this business; if you don’t hold yourself accountable for meeting your goals, how can you expect the other people who work for you to do the same? So you probably need to have a few metrics to track too. Stop guessing, start knowing, and don’t hold back on keeping everyone accountable for meeting the goals you’ve set for your business.

If you need a little help in this area, accountability is my specialty! I work with CEOs to hold them accountable for doing the work that’s going to bring them the results they’re after. I won’t sugar-coat things, but I will give you options, advice, and support when you need it. If that sounds like something you need, click here to schedule a call and learn more about the Operations Engine, my group coaching program for CEOs who are ready to be accountable for their goals.

Will your business sustain you for the long term?

Will your business sustain you for the long term?

In case no one has told you recently: it’s okay to take some time to stop focusing on growing your business all the time, and just focus on maintaining what you’ve built. If you believe a lot of the “experts,” growth should be your only business goal; if you’re not growing, they’d have you believe you’re failing. The truth is, however, that 100% growth 100% of the time just isn’t sustainable – and if your business isn’t sustainable, that’s the real problem.

You may find yourself reaching the point where you’re very comfortable with your business where it is right in that moment, and you’re ready to just keep that level going. Other times, you may need to take a season or two to just hold your business where it is, because the things going on in your life outside of work need more of your attention. In any case, sustainability is a perfectly acceptable business plan. Being in a constant state of stress about your business is the thing that’s really not sustainable; if that’s where you are, it might be time to take a step back and focus on maintenance.

Questions to ask yourself when you’re evaluating the sustainability of your business:

1. Does my income meet all of my financial needs? Whether you want your business to supplement a household income or pay every bill, is it able to do that every month with consistency?

2. Am I happy with my income? Do you feel good about what you make, and do you feel it’s worth the amount of time and effort you’re putting into your business in order to earn that income?

3. Am I able to maintain my desired lifestyle? Remember, YOU get to decide what success looks like in your business, so now it’s time to decide: do you feel successful with the income you’re earning?

4. Am I working a schedule I’m comfortable maintaining in the long term? Does your business schedule suit your lifestyle? Are you working a reasonable amount of hours, or working yourself to death? Can you keep up with your current pace over the next several years?

5. Am I happy with the people I work with? This includes your clients or customers, employees, contractors, colleagues, and mentors. Are you surrounded by people who light your enthusiasm from within? Do you enjoy the people you communicate with in order to run your business?

6. Am I confident and content with the actual work I do? Think about the daily tasks you have to complete in your business as well as the services you offer your clients. Do you actually enjoy doing those things, day in and day out? Would you be happy doing them for the next five or ten years?

7. If I lost a client or customer, could I replace that income? The thing about sustainability is that it does require some growth; however, instead of growing bigger each year, you’re just growing to replace anything that changes or is lost. If you are able to replace clients when you lose them, then you have a sustainable business.

Once you can say “YES” to the questions above, then you’ve got a sustainable business. It’s time to just keep doing the work you’ve been doing, growing to replace or replenish rather than to increase and expand. Make sure to check in regularly with your measurable outcomes so that you know you actually are sustaining your current level of business, and you’re good to keep going for the next season or all the seasons to come, whatever you choose to do.

If you’re not quite able to confidently answer those questions, I’d love to help! Click here to schedule a call and see if for the Operations Engine, a group coaching program where we will work on fixing any misaligned GEARS in your small business. We’ll figure out where you need to make any necessary changes in order to get your business to full sustainability, and also identify the areas that are already working exactly how they should be.

Creating Systems That Stick

Creating Systems That Stick

The secret to a successful business isn’t glamorous or exciting; it’s all in the details. Creating and maintaining consistent, regular systems is absolutely essential to the overall health and growth of your business. If you don’t have a system for everything in your business, it’s time to create one.

Systems help every single person in your company do their job accurately and effectively. A good system eliminates the need for most questions, clarifies any confusing areas, and streamlines the process of onboarding new people or transitioning roles within the company. Every standard operating procedure (SOP) in your company needs its own system, and that needs to be well documented. Take a look at the SOPs in your business, and use the process outlined below to make sure each one functions as part of an effective system.

Identify the SOPs

What are the everyday procedures you follow in your company? Think about every single aspect, everyone’s role, every internal process and client interaction. If you repeat a task more than once ever, it needs a system.

Here are a few areas that might need a system in your company:

  • Customer service communication (emails, phone calls, in-person)
  • Customer interactions (sales, returns, leads & funnels)
  • Content production (blog posts, newsletters, sales funnels)
  • Social media (posting, commenting, messages)
  • Financial tracking
  • Goals & priorities, vision planning
  • Specific procedures related to creating or delivering what you sell
  • Technology issues, web maintenance
  • Inter-office communications 
  • Chain of command explanations
  • Any task that any member of your team regularly performs

It may feel redundant to document some of these things that you have been doing for a long time, but doing so helps you plan for the future of your business.

Document Every Procedure

Once you know what needs to be part of a system in your business, the next step is to document it. The goal is that a new person with a reasonable amount of skill who is taking on this task or role would be able to have an 80% chance of success in following your system without a lot of extra help. Choose an app or location to document all of your company’s systems, and begin by asking the person who currently does this task to start by making a list of the steps they take to complete that task each time. 

Tip: A simple document works fine, but a task or project management app is often better, only because it allows you to duplicate the task each time it needs to be repeated, and to assign due dates or repeated cycles of the same task. 

Here are some things that should be included in your documented system:

  • Login information, passwords, or other access-related information
  • If the task involves unique technology, a how-to for accessing or using the technology should be included (separately or within the task documentation, whichever is more appropriate)
  • Brand-specific information that will be needed (HEX color codes, fonts, links to specific products, common terminology you want a person to use when completing this task)
  • A step-by-step process of how to complete the task from start to finish
  • Information about how to mark the task as completed or notify a person who needs to know when it has been completed

Once the system has been documented, it’s important to remember that this is a living document; it can and should change as you streamline and update the systems in your company. 

Put the Systems to Work

Once your systems have been created, it will take some time to practice using them. If at all possible, ask your team members to trade tasks for one day, just to see if a person who didn’t create the procedure is still able to follow it. If that isn’t practical for your company, just make sure that the people who created the system continue to use them, and add in any updates that they notice as they do so.

The key to consistency in your business is to follow the same procedures every time; so once you have created these systems, you have to actually use them regularly. Even when a task becomes familiar or comfortable, a solid system prevents someone from missing a key step.

Do you need some help identifying and creating the systems for your business? Creating and maintaining systems is one of my favorite things to do, and I’d be happy to help you put this gear into place for YOUR business – click here to book a consultation.