Is it wise to use your business to hurt people?

You’d probably agree with me that it’s certainly not wise to hurt your customers or potential customers. That seems pretty clear, doesn’t it?

But what about the people you work with or who work for you? Is it okay – is it appropriate – to hurt, abuse or cause your staff, peers or partners to suffer simply because they work with you?

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Let’s face it, our economy here in the U.S. is in trouble. As a nation, and as individuals, we’ve out-spent our means and overextended our lives while saving less than ever before in history. And after decades of being inflated, it appears our economy is entering a readjustment period. This isn’t, necessarily, a bad thing. Yes, people will lose jobs, companies will go under and house will foreclose.

Yet if you run a small, independent business, the economy has far less impact on your business than you think. So you’re likely not facing the doomsday that’s being talked about with every newscast and editorial.

Unless you believe you are. But remember, as a service provider, you have much more opportunity in these times than corporations do.

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Let me guess, when it comes to your small business, you hate selling.

Just the idea of it makes your stomach turn a bit. It seems dishonest and dirty. And you’ve convinced yourself that it’s pretty much unnecessary to sell. Somehow you can get more clients and customers without having to deal with all that selling stuff.

But how? How do you encourage more clients and customers to buy your products and services without selling to them? How can you grow your practice, increase your revenue and grow your small business and be apprehensive to selling what you produce and offer in your small business?

Perhaps you don’t have to be apprehensive to selling. After all, you’re selling all the time.

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I have a friend, Larry, who’s a pretty amazing woodworker. Larry apprenticed with a woodworker in Seattle for seven years and then struck out on his own. As Larry had an eye for detail the master woodworker he apprenticed with convinced him that he should build highly customized, one-of-a-kind kitchen and living room tables.

Larry’s work was extraordinary. But while he managed a few customers in those first couple of years, he was barely making a living. It was just too hard to find people who really wanted a custom table.

Yet, for Larry, his heart wasn’t in it. He enjoyed the design and the crafting of these pieces of art, but he wasn’t sure this was his calling.

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Is choice a good thing?

Walk through any supermarket here in the U.S and you’ll find tons of choices. Want a simple can of soup, you have to wade through 15 different brands of chicken noodle. Or toothpaste, or cereal, or ice cream. Heck, we even have to make a choice between ketchup brands.

Now choice may be good. I know I appreciate having a choice of certain things I need, use or enjoy. And I know I’d be upset if someone took away Breyer’s ice cream and made me buy from only one brand.

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If you run a small business you’re likely making decisions all the time. If it’s not what product to develop it’s where to publicize your business. Or perhaps you’re considering hiring a virtual assistant or looking for a joint venture partner. Either way, you’re business is forcing you to make choices all day long.

But to be successful, you’re ultimately not the decision maker. And if you want to be successful, you shouldn’t be.

I know what you’re thinking (other than this Dawud cat is crazy), “Then who makes the decisions if I don’t?”

Your market does, of course.

You can sit back everyday, all day and make decisions about where to steer your business. Sure you decide what emails to respond too, what phone calls to take, and where to put your marketing efforts. You decide to develop this product or refine that service or to build this relationship or that one.

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Business is not just about what you do.

Yet, as business owners, we spend so much of our time focusing on how to do what we do better. We read, we blog, we train, we attend workshops and conferences, go to events, network and so on. All under the guise that we can gain some edge in how we do what we do.

But what if the edge isn’t in what we do for our clients and customers?

My grandmother buys a new car every four years. And for the past three decades, she’s been buying her cars from the same guy at the same dealership. Is it because the Buicks they sell are somehow better than the Buicks at other dealerships? Or maybe it’s that this specific salesman does his job better than the other salesmen do.

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