Sound familiar?
60-hour weeks, none of them strategic
The diary is full and the year is somehow still drifting. You have not thought further ahead than Friday since spring. Leading the business has become the thing you do after work.
Owners do not lose their strategic time in one decision; they lose it £30 at a time — an invoice query here, a rota gap there, each individually too small to delegate. The arithmetic is brutal: an owner generating £2m a year across a 55-hour week is worth roughly £700 an hour to that business, and most spend a third of their week on work they could buy for £15. The calendar is the strategy. Until hours move, nothing else does.
First moves — before you spend a pound on coaching
- Run the Time-Worth Calculator on your real week — put a £ figure on the drift
- Book a fortnightly half-day out of the building before you feel ready; the work will reshuffle around it
- Batch owner-level work into two protected blocks; scatter is what makes weeks long
If you do those and the wall moves, brilliant — you may not need us. If it moves and then moves back (this is common; structure decays without rhythm), that is the moment coaching earns its fee.
An owner who was here
Arkwright Electrical Services — Electrical contracting, Barnsley. From 6 vans to 19 without the owner on call: 6 vans, owner quoting every job → 19 vans, owner-free scheduling. Read what actually changed.
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