Sabotage Your Business in Ten Easy Steps

Learn from the pitfalls of others. Review this hit list of common challenges and see how many you recognize in your own business, then devise your action plan for future progress.

Written Aug 06, 2008, read 821 times since then.

The nice thing about cars is they’re predictable. Every model has its own quirks that tend to act up like clockwork, and any mechanic worth his salt can tell you what to look for. I remember my 1987 Honda Accord (an otherwise exceptional vehicle) had a body joint below each tail light that, as if on cue, rusted out… right along with every other 1987 Honda Accord in the exact same spot.

It’s the same with businesses. Businesses tend to have very common cracks and crevices that expand and contract as the business ages, acquires and loses experienced people, or as too little attention is paid. Knowing what to look for and being prepared to counteract the cracks before they become seriously rusty is a hallmark of a good leader and profitable business person. Below, I review 10 of the most common cracks that, if left untreated, tend to lead to an unprofitable demise.

#1 – Lack of Accountability
Lack of accountability spreads like a malignant tumor throughout an organization: quietly and surely, if allowed.

The symptoms are even more subtle than, “I can’t hold my people responsible for anything.” In organizations that lack a culture of accountability, it’s often unclear who is responsible for what objective or initiative, unclear what the necessary outcome is, and often unclear what the implications of failure are.

Accountable organizations are skilled at negotiating these building blocks and putting them in place so staff knows what is required and can “count” on one another.

#2 – Lack of Vision, Mission, and Values
I had a dream that the GPS unit in my car had no idea where it was taking me. That’s a bit like a business with no vision, and therefore no clearly defined future goal in mind. What are you aiming for? As for your mission, what is it that you do, and for whom, in order to get to that goal? As for values, why do you do it and what do you stand for? So many businesses just “are” but aren’t “becoming” anything.

#3 – Poor Strategic and Tactical Planning
Knowing where you’re going is one thing, but crafting a plan to get there is another. There is no substitute for a good strategic plan or business plan, and that also includes market planning, sales planning, staff planning, and budgeting. Quite commonly, the approach to one or more of these critical plans is simply to "make it up as we go along."

#4 – Fractured Decision-Making
Balance the coin on edge and look at both sides. On the one side, you have simple lack of decision making. It comes from analysis paralysis and fear, from organizational structures that don’t share authority, and very often from unclear vision, mission, and values.

On the other side, you have decisions that get made but not carried out. The new product launch that never quite gets developed. The employee that never quite gets let go. The act of making a decision without living it out is one of the best ways to sabotage success.

#5 – Not Focused on Critical Factors for Success
Knowing where you’re going is one thing, but being able to measure progress along the way is golden. Too many businesses get caught up in dozens of initiatives without measuring against critical factors – tangible measures of whether they’re making progress toward end goals. Measures like business development volume, customer service quality, productivity, and yes, revenue.

#6 – Ineffective Performance Management
In accountable organizations, not only is it clear who has ownership for tasks and initiatives, but performance is checked regularly and routinely. Meetings are crisp, action-oriented, check for successful results, and assign new action for the future. Organizations lacking performance management often complain that they set the same goals over and over again, or that they come up with really great ideas but often fail to achieve them.

#7 – “Do-ers,” not Leaders
Many people get into business because they’re good at something. The problem comes when they don’t step out of what they’re good at and run the business. There’s a radical difference between doing work and leading a business and shaping its future. Working extended hours, failure to delegate, filling in for missing skills of others, and constantly getting caught up in day-to-day tasks is a sure sign of an owner who is doing, not leading.

#8 – Failure to Develop Future Leaders
So you’re going to turn your business over to your kids one day. Have you actually asked if they want it? Succession planning is neither instant nor a one-way activity. It begins with the future leader, building in them the skills and – often more importantly – the stature to handle the job. It’s important to begin building leadership skills early and often.

This goes beyond succession planning, too. People get sick, go on vacation, take sabbaticals, and the like. Building the breadth and depth of your leadership bench reaps you returns both in ability to handle the unexpected as well as creating the sense of ownership business owner dream for their staff to have.

#9 – Lack of Trust, Cooperation, and Teamwork
Are there terrorists in your business? People who hold information hostage and won’t share? Or simply people who don’t trust or understand one another? From strong personalities, to organizational confusion, the causes are many. Regardless, lack of trust, cooperation, and teamwork is deadly and must be addressed.

#10 – Confusion in Duties and Organizational Structure
If you look around and see turf wars brewing, a squabble over duties and reporting structure is the likely culprit. In a word, power. This also shows up as reduced productivity and, yes, lack of trust, cooperation, and teamwork.

Don’t Be a Saboteur – Self Assess
Stop being a do-er for just a minute, put on your leader’s hat, and take a good honest look at your business in light of the ten points above. How many of them do you see?

One or two – You’re probably in good shape. Monitor closely and think about how to mend.

Three or four – The crack is widening. Right now, turn your attention to how to close the gaps.

Five to Seven – This is critical. Prioritize the most serious, take action, and seek help.

Eight to Ten – Red Alert. Seek help immediately to implement a turnaround action plan.

Keep an eye out for the patterns and work to counteract them. It will be the hallmark of your leadership.

Dustin Walling is Principal of Dustin Walling Associates, a Seattle-based management consulting firm providing strategy and operational consulting. For article topics, questions, or comments, Dustin can be reached at http://www.DustinWalling.com.

Learn more about the author, Dustin Walling, MS, CPBA.

Comment on this article

Posted by Terra Vita, Seattle, Washington | Aug 07, 2008

This is really funny and I like it a lot. This should be next to everyone's computer. Am I guiltyof a couple of them? Oh yes and I am going to shape up right away!
Posted by Dani McDonough, Seattle, Washington | Aug 07, 2008

Good input Dustin... so many postings are what to do. But always good to be reminded of what NOT to do also! www.DaniMcD.com

There's no place like home . . .
Posted by Tshombe Brown, Portland, Oregon | Aug 07, 2008

Dustin,

Thank you so much for this spot-on exposé of common challenges in organizations of all sizes.

There is so much to say about each of these points, but I most appreciate how you concluded with an assessment so that we can check in with ourselves and get the help we need if we need it.

It's so interesting how business owners, managers and supervisors can inadvertently sabotage not on their own success but that of everyone in their organizations.

This article is timely, practical, and a refreshing reminder to regularly and deliberately set aside specific times to assess where we are in order to nip in the bud any slippage down Self-Sabotage Lane.

Thanks, Dustin.

Bellingham Business Coach
Posted by Tshombe Brown, Portland, Oregon | Aug 07, 2008

Dustin,

This discussion reminds me of Michael Gerber's E-Myth Revisited, filled with practical suggestions for preventing the sorts of business sabotage you speak of.

Bellingham Business Coach
Posted by Ila Barlean, Seattle, Washington | Aug 08, 2008

Great article. It does remind me of the e-myth a bit. I am in a spot of growth with my company and this made some great points to keep an eye out for.

Going from and in depended that contracted out project and tastes to having a team of people on board to create an idea.

Ila www.barleanbalance.com
Posted by Craig Minch, Avon Lake, Ohio | Aug 08, 2008

Nice article. There are some hiccups if you're applying this verbatim to a sole proprietorship or independent freelance business. I still take a lot of pride in being a "Do-er." And "Do-ing" a good job is a form of leadership (and 100% of sales) in my company of one.

Regardless there are some great points that got me thinking differently. Thanks very much.
Posted by Dustin Walling, MS, CPBA, Bothell, Washington | Aug 08, 2008

Thanks to all of you for the nice comments, and being compared to E-Myth is always nice. This type of top ten list of common issues is always popular simply because it is what we see time and time again.

And Craig, you're right - things are different when you're a solo vs. a team, and my market is the small to mid-cap (10+ employee) market. As the company grows and changes, the leader had best do the same.

Regards, all.
Posted by Eric Grabhorn, Dillsboro, Indiana | Aug 08, 2008

Great information.

I realize the intent of this article is "learn from the mistakes of others," however, when you convey messages which begin with negative terminology - "don't," "failure," "lack," "ineffective," etc., you create a negative beginning to a process that should be very positive. In case there is any confusion here, taking actions for improvement IS positive.

Positive business development requires a positive mindset. I would share this article with my friends and associates if it were worded in a positive manner.

It is more positive to suggest business owners "Create accountability within your organization to empower employees to act with confidence and certainty." Compare this to "Lack of accountability spreads like a malignant tumor..."

It is fairly common in sales training, organizational behavior, leadership, and personal development companies to create change by starting with the positive and moving on to areas for improvement. The reason for this is to create a positive mindset as a positive mind is more receptive to change.
Posted by Frank Hackett, Portland, Oregon | Aug 08, 2008

Great Article!

I will keep this short, however I'm confident all of us can benefit from reading it again, and again.

We're bringing ABRA Chapters to the Pac NW. When we do I'd love to promote your business through posting of one or more of your articles.

Best Frank
Posted by Tammy Redmon, Olympia, Washington | Aug 08, 2008

Great read Dustin, The points you make are spot on. I really appreciated the last sentence on how to keep an eye open for patterns. That is so key and as I work with teams as an executive coach, the patterns want to be spoken to directly so that they keep all in alignment and moving forward. While some patterns can derail, others can advance, both can be unspoken. It's in the noticing that is important.

Thanks for sharing, it's great. Tammy Redmon

Deepen Your Learning...Forward Your Action
Posted by Toni Natoli,LMP, Seattle, Washington | Aug 08, 2008

I'd love to hear Craig address these issues as they relate to the "solopreneur" in another article.

Thanks, Toni Natoli
Posted by Dustin Walling, MS, CPBA, Bothell, Washington | Aug 11, 2008

Thanks, all, for many continued great comments.

Eric, while I agree with your point in principle and in general, the goal for this article is to help owners of SMBs spot problems. As a result, the problems I'm writing about/encouraging people to spot are simply phrased as they appear so we can quickly get on with the business of describing and identifying the issues. It's harder for readers to mentally invert something and then go looking for it. Look to my other articles and possible follow-on events for what to do with found issues.

Frank - very kind. Please write me for more information.

Tammy - You're right, it really is all about patterns. Comparing what "is" to what "ought to be" and making change happen.

Toni - that's a fun challenge. The big them for solos to me is "performance management" - regularly comparing planned performance to actual, and implementing hard-hitting action to get back on track. Let's see if a corresponding article happens.

Thanks again, all...
Posted by Brenda Keomany, Seattle, Washington | Aug 14, 2008

Sabotoge, is a negative word and a very eye catching word as well. Hense I checked out your article. Very insightful. Thanks. For Sole Proprieters it is always a balancing act. Honesty and integrity goes a long way. So does knowing what you can do to not get burned out.
Posted by Susanna Baxter, Woodland Hills, California | Aug 14, 2008

Dustin, I liked your point about businesses that "are" but are not "becoming" anything. This was a realization I had about my business. I wasn't passionate about it because it seemed like it would be the same thing day in and day out for the rest of my life with no growth, and it would die with me. Once I identified an actual physical goal that I wanted my business to become, it suddenly was much easier to focus on what I do best now in the moment!
Posted by Charlotte House, Seattle, Washington | Aug 15, 2008

Dustin,

Very helpful article even though I'm a solopreneur, as Toni put it. I try to read articles like this as if all the hats I wear were my company. Some points apply better than others. The easy part is I always know who is accountable -- me, every time!

Toni -- I'd be interested in co-leading a Biznik event for "solopeneurs" where we go over Dustin's points from our special point of view and see where we might, as a group, support one another. Could be very productive and insightful!

Charlotte House, Craniosacral Therapist