Avionics News April 2013 - 73

S T O R Y

B Y

P A T R I C I A

was recently given the assignment to write a profile
of a co-owner of an avionics shop. Typically, I call
to arrange a time for a telephone interview. When I
called this particular individual, she was always too busy
for a brief 30-minute interview. Finally, she told me to
wait a week, hoping the dust would settle at her company,
and she’d be able to arrange a time to talk.
With my deadline quickly approaching, I waited a
week and called her, only to be told she was simply too
busy to discuss her company.
I felt frustrated and strung along, as I had wasted
nearly three weeks trying to schedule an interview. I
was gracious, however, but something else struck me.
Most of the time when I called to speak with her, she
answered the phone. It was the company’s main line and
not her direct extension. I shook my head thinking she
doesn’t have enough time to be interviewed for a positive depiction of her business, but she had time to answer
all incoming calls. This is a great example of someone
working in their business, rather than working on their
business.
Had she consented to an interview, she would have
positioned her company in the best possible light. The
avionics manufacturers her company represents would
have seen it. Regional representatives who call on
her would have seen it. She could have shared it with
employees and customers. She could have framed the
article to hang in her office. She could have informed the
local media that she was featured in an international trade
magazine. None of that happened, though, because she
was too wrapped up trying to be both business owner and
receptionist.
Yes, the phones must be answered. But they don’t have
to be answered by you.
Think of it purely in dollars and cents. If you were paid
by the hour, what would your hourly rate be? If you were
paying someone to answer your phones, what would you
pay that person? Consider this when you find yourself
answering the phones, preparing a package for shipping
or doing routine building maintenance like changing a
light bulb. When you wear every hat from receptionist to

L U E B K E

When you spend your days in routine
tasks and errands, you’re missing
an opportunity to put your unique
expertise into growing your business
and making it more profitable.

custodian to bookkeeper to bench technician, you have
less time to wear the appropriate hat as the leader of your
own business.
This brings us to the No. 1 “must learn how” task for
business owners: delegation. If you don’t learn to delegate, you will find yourself working less efficiently until
you get burned out. Sure, it takes time to train someone
how you want a particular task done. You might feel as
if you can’t afford that time, but the truth is, you can’t
afford not to. Your successful business depends on devoting yourself and your brain power to the best possible
use.
What if you have no one to delegate to? Many shops
are small operations, but it may be worthwhile asking
yourself if you could afford to add an employee – even a
part-time assistant. How much more business could you
generate if you had time to create marketing programs,
make customer outreach phone calls, forge partnerships
or renegotiate contracts?
Delegating authority does not weaken your position as
the business owner. In fact, quite the opposite happens.
You are seen as the boss and the leader with your staff
doing their jobs independently, but to your specifications.
Continued on following page
avionics news

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april

2013

Avionics News April 2013

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