Value drivers are the elements of a business (systems and procedures), which create business value. This post will cover Next Level Management (NLM). In part 2, I will cover diversified client base and operational systems.
Although there are nine transferrable value drivers, I am going to concentrate of three of them. Although all the value drivers are important, the three I will discuss are considered key drivers.
The three value drivers are key in creating appeal to prospective purchasers of the business. They are important drivers, and at the very least, drivers’ businesses must have in order to grow.
When a new business owner asks me when they should be thinking about their future exit of their business, my answer always is, “the day they started their business is the time to start planning for an exit.”
As you will see, the value drivers in most cases need time to develop. As we go through the three of them, you will see that they are strategies that can be implemented at once, but in many cases, need time to develop.
Next Level Management (NLM): Successful businesses with value, require business owners to delegate responsibilities to the management team. NLM is particularly important because without a good management team, it would be hard to implement the other value drivers which are needed to create the maximum business potential value.i
Finding and developing a NLM team is a challenge for many business owners. However, once the NLM is created, they usually become the team responsible to make the difference between where the business is now, and where the business would like to be. The NLM is the key to implementing the value drivers and the operation of them.
Roadblocks for Business Owners in Developing Their Next Level Management
Many owners believe only they can keep and control the company’s success, since they built the business from infancy. They struggle giving up even small types of control. The thought of not being involved in some of the daily business decisions, scares the daylights out of them, nor do they like the loss of control.
Lack of installing the value drivers over time.
They spend their time working in the business as opposed to working on the business. I call it their “Business DNA.” Change is scary and thinking that someone else would be running the business is not consistent with their fundamental beliefs. The possibility of someone else making decisions, which could build or ruin their business is too much for them to imagine.
Fear of change. Even if a business owner is not thinking in terms of an exit plan, they do like to think of creating business value. Once they are educated as to how value drivers affect the future value of their company, they become more open to creating the value drivers, and making the changes.
Misconception of owners: Benefits derived to the business owners by installing value drivers is the result of the “full potential value of the business.” The business grows as the business owner does less work, since the work has been handed off to the NLM. However, owners have the common concern that installing value drivers will take too much of their time. With proper planning, implementing the value drivers will create a more stable business, create better performance and scalability. It is important that the owner understand the concept of developing the NLM team, so that team can create, implement, and manage the value drivers, as opposed to the owner.
It is possible for the owner to create the NLM where the owners have some control, and still can play a key role in the company. Their leading role would be to delegate more responsibilities to the NLM, while focusing on other business responsibilities.
Many owners continue to do tasks they despise, just to keep a perceived control. In many cases, the owner needs to take small steps in giving up control before they can start to feel more comfortable. This is understandable since these are the things, they did to grow their business from day one of the business.
The owner will see more growth in their company by implementing the value drivers, which will create more options for them when a future transition is a being considered.
In my book, “Unlocking Your Business DNA,” I discuss the problems business owners have working on their business as opposed to time spent working in it. One of the factors missing is the value of creating value drivers for their business growth. Once they realize value drivers create increasing company value, they get on board for future changes.
Through our discussions with business owners, we need to express to them that most future buyers will not want to buy the owner. They want systems, management, and growth ability.
Many owners think that they need to be involved with all the problems and issues of their company, thinking they have all the answers and the solutions. Although this makes the owner feel in control and gives them self-worth, it does absolutely nothing for the future value of the company, and in some cases may decrease the value.
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