business lessons

How to Build a More Environmentally Friendly Business in 2022

As we head into a new year, one (quite important) thing seems to be at the forefront of all our minds: the environment. Every day we are inundated with more news about climate change, and it just seems to be getting worse.

Instead of becoming overwhelmed or losing hope, though, we should be taking a harder look at our own habits, both personally and professionally. Reducing, reusing, and recycling can make a difference—and so can our business practices. 

I attended my first Sustainable Brands Conference in October 2021 and was inspired by the examples of many companies that are already making big strides . . . and paving the way for others to do the same. 

And it’s clear that this isn’t a trend; it’s a movement. In fact, according to Andrew Winston, author of The Big Pivot and one of the conference speakers, the search term “sustainability” has grown 10 times since 2015, with more and more people wanting to empower themselves to become more eco-conscious. Like the proactive and caring people in the Signify community, these people want their purchases and their support for organizations to reflect that value, too. 

Companies and nonprofit organizations must take the lead and make an effort to build more sustainable models for our collective future. The demand for transparency and environmental efforts from all stakeholders is growing, and regardless of the pressure, we should all want to help keep this planet we call home safe, clean, and in good shape for future generations. 

Here are some key takeaways that I learned from the Sustainable Brands conference that can help your organization become more eco-aware and eco-friendly. 

colorful trees

What to Remember When Starting Your Environmental Journey

There were several overarching themes from the conference that I found particularly helpful when thinking about how to take action. Here are four things to keep in mind as you begin the journey towards a more sustainable business. 

  1. Be transparent 

    As briefly mentioned above, transparency is a big one to keep top of mind. It seemed to be on every speaker’s mind and was reiterated over and over again. Virginie Helias and Victor Aguilar of Procter & Gamble advised being upfront and honest about your successes and your failures. We can’t be perfect, but your audience values your effort towards creating a greener business, and they want to see it. 

  2. Go carbon positive

    We’ve all heard the common environmental buzzwords like “carbon emissions” and “greenhouse gases,” and we now know how harmful they are and how they contribute to climate change. Going carbon positive means taking more carbon and greenhouse gases out of the environment than you put in. It’s a step beyond carbon neutral. We need to do more than the bare minimum now (“carbon neutral”) and incorporate practices that help us stay carbon positive.

  3. Treat your employees well 

    Ethical business practices go hand-in-hand with creating a more sustainable organization, too. People want to support organizations that pay livable wages and treat their employees well. And when you follow this, you’re attracting the right people to your business who are aligned with your purpose. Treating your team well means building a strong foundation full of people who truly care about your organization and cause, and giving them the energy and motivation to keep your mission moving forward.

  4. Educate your audience

    Not only can you take action within your organization, but it’s also important to consider how you can help educate the masses. Your efforts can inspire people to make simple, day-to-day changes on an individual level as well. Eco-friendly brand messaging can serve as a resource for your audience and teach them how to change their behaviors. Collaboration internally and externally is vital in getting everyone on board—and we need everyone! 

    An example of this that was given is Tide and how they began educating people on the benefits of washing in cold water. It was an idea that everyone could understand in a 30-second commercial, but it was also a step people could easily take to make a difference and feel good about their choices. How can you do the same?

Eco-Friendly Practices for Product Creators and Sellers

One of the hardest parts of building a sustainable organization is knowing where to start. If this is your struggle, you are not alone.

The best place to start is to simply take a look at where you are currently and perform a bit of an eco-friendly audit. From there, you can begin to set some goals for yourself and your organization. 

A participant from a study conducted by one of the presenting companies summed up what most people want very nicely: "A good product at a fair price from a company that treats its employees well, has a clean supply chain, and cares about the planet." If you’re a product seller, here are three places you can start to make that happen:

  1. Evaluate your source materials

    Packaging is one of the most effective marketing channels, but is it also effective for your sustainability goals? If you sell products, consider switching to more compostable or recyclable materials such as cardboard and paper, or more recently developed materials like bagasse paper and mycelium (made of sugarcane fiber pulp and mushrooms, respectively). If you have to use plastic, try to stick to one type so customers can more easily recycle it. 

    This can apply to more than just sold products, too. Whatever materials you use for your organization, see if you can make some more eco-friendly swaps.

    You’re already invested in doing good and making an impact, so evaluating where your products come from is just another step you can take for that mission. Are they fair trade? Can you source locally to support the local economy and cut down on transportation? How are your suppliers committed to sustainability? 

  2. Reduce your waste

    The pandemic has changed how most of us work, with many office spaces becoming smaller or getting cut altogether. If you do still have an office space, reducing your waste can be as simple as eliminating single-use items like coffee cups, or donating items that are no longer needed so they don’t end up in the trash (and can potentially go to someone who really needs them!). 

    In the early days of the pandemic, I saw an office donate their toilet paper to anyone who needed it since all employees had moved to work from home and supplies were just sitting in an empty space. This was a great way to ensure nothing was wasted, and it even made the local news!

    If you work from home full time, you can take this a step further by looking at how you can reduce your energy usage. This is a double benefit because it can also help you cut costs! Invest in energy-efficient appliances if you can (it’ll actually save you money in the long run), unplug unused appliances, switch to LED bulbs, regularly clean and replace air filters, and turn off lights when no one is in the room. 

    Align your marketing materials with your sustainable practices, too. Send more digital communications and source sustainable swag items like reusable water bottles, organic cotton T-shirts, or canvas tote bags. Your audience will love seeing you make an effort to be more green.

  3. Contribute to, or collaborate with, environmental groups 

    Can you donate regularly to environmental programs? For example, you could donate a portion of your proceeds to an environmental impact program during a period of time, or offer to plant five trees for every 10 products sold. 

    Or, can you partner with another environmentally focused organization for a joint fundraiser or campaign? Maybe you can donate supplies or provide goods or services to one! Maybe you can create co-branded content to support each other. These efforts can be incredibly impactful.

    Two organizations to consider supporting are Carbonfund.org and 1% for the Planet. Carbonfund.org makes it easy and affordable for anyone to “reduce and offset their climate impact and hasten the transition to a clean energy future.” 1% for the Planet inspires businesses to “support environmental solutions through annual memberships and everyday actions.” Both of these organizations make amazing contributions and are great resources! 

A good example of these principles is Chipotle, who buys more local ingredients than any other restaurant and who has some of the highest animal welfare standards. They also have a roundup feature in their app to support farmers and causes they care about, and they donate about 33% of their sales, as Brand Marketing Vice President Stephanie Perdue mentioned in her presentation. Take a look at their values page to get some inspiration. 

Making some of these adjustments, big or small, is a great way to align your organization or business with more sustainable practices. Not only is this great for the planet, but it’s also great for your business! 

Communicate Your Sustainability Mission  

One of the presentations at the Sustainable Brands conference was led by Etienne White, Vice President of Brands for Good, and focused on “giving sustainability the storytelling it deserves.” One of his points that really stuck out to me was to beware of the “green hush.” This is essentially when you’re doing important work but not talking about it.

It’s clear that people want to support businesses with ethical and environmental practices. In a presentation from Amazon, it was revealed that Climate Pledge Friendly products have 60% higher click-through rates - that’s incredible and noteworthy! 

People value progress over perfection. It’s easy to get wrapped up in what you’re not doing, but if you’re taking steps to be better that’s still huge! So show it off. Talk about what you’re doing in order to attract a value-aligned audience who wants to not just be a customer but a stakeholder. In doing so, you’re also spreading valuable knowledge so others can make improvements, too.

Craft a mission statement that reflects your values and commitment to sustainability. Etienne advises to try and find the sweet spot between what the world needs, what people want, and your unique offer. Think about who your audience is, figure out what outcome you want, and remember to communicate your mission clearly. Be careful about the claims you make and ensure you understand them before you try to convey them. 

You can also choose one specific goal and communicate that to your audience. For example, Petco has committed to having 50% sustainable products by 2025, according to their Customer & Market Insights Manager, Eleni Kardaras. Nestle has also promised to advance regenerative food systems at scale and hopes to be net-zero by 2050, said Aude Gandon, Global Chief Marketing Officer. 

These are huge goals. If you can make that kind of commitment, do it and tell your stakeholders! It is terrific for your audience to know and invites their accountability. Try adding a mission statement to your website, include it in your code of ethics, highlight it in your marketing, or post about it on your social channels.

Here’s a great mission statement from the nonprofit Fashion Revolution to get your gears turning: “We campaign for a clean, safe, fair, transparent and accountable fashion industry. We do this through research, education, collaboration, mobilization and advocacy.” It doesn’t have a specific number, but it absolutely communicates intentionality.

Focus on advocating for sustainability and educating others instead of getting bogged down in the doom and gloom. The goal is to change behaviors, not just change minds, as Etienne notes. People want to be empowered and inspired, so talk about your progress and encourage public action. 



Use Storytelling That Empowers

As we know, storytelling is powerful. We use it to appeal to our audience’s emotions and to share the importance of our mission. It’s not only how you gain support, loyalty, and trust, but also how you gain integral donations and/or sales. It’s time to craft a new story in business now, and that’s one of sustainability.

Bruce Reynolds, Social Impact and Brand Marketing Specialist for Be the Change Associates, encourages organizations to look at sustainability through social, economic, and environmental lenses. What is the story your organization is telling when you think about these three areas? Are you happy with it?

If not, it’s time to create a new one! In the Storytelling that Empowers workshop of the conference, the speakers reiterated that your story should be simple, consistent, and scalable. Emotion drives action, so get clear on your why. What’s your call to action? 

Yes, this can be a serious topic, but your story doesn’t have to be boring or depressing! Provide hope and inspiration for your audience. Make it personal. Give actionable, scalable solutions or advice. Focus on educating others. 

You will also see more companies and nonprofits begin to address how their mission aligns with Environmental, Social, and Governance (ESG) strategy and Sustainable Development Goals (SDG). As a cause-focused organization, elements like these should already be pretty clear to you, but now it may be time to address your environmental impact as well.

Invest time into creating solid messaging and then get it out there! Make sure to run it by key stakeholders first, though, just to ensure it’s clear, correct, and effective. From there you can put it on your website, print it on your packaging, and include it in some of your communications. 

Build From the Inside Out 

The first place your story should live is inside your organization. According to one of the speakers (sorry I’m forgetting who to credit!),  93% of upper-level executives feel like their companies need to take a social and environmental stance, and 61% of customers find it hard to understand where a company stands or what their environmental efforts are. 

You have to start building sustainability and telling your story internally first. Everyone in your organization should have a hand in impact and be well informed about your goals. Amanda Nusz, Senior Vice President of The Target Foundation, advises defining the words that matter to your organization. Make sure everyone has the same definitions and truly understands them. You and your team have to believe in your goals and model them for your commitment to really shine through. 

In a 2021 Mastercard survey, 85% of adults said they are willing to take action on climate change. Statistics from NextGen also revealed that 72% of Gen Z say they have been greatly affected by climate change, and 60% are also in favor of restructuring the economy for equality and the environment. 

Despite all this support, there is a lot of skepticism, particularly among younger generations, for what companies and organizations are doing to help these issues. Organizations like yours have to take the lead on sustainability improvements and empower and influence the public to become activists, too. At a minimum, you can provide some of the tools—information, data, resources—to help raise awareness and make a change. 

In Heidi Hackemer’s (Executive Creative Director of Oatly North America) keynote, she talked about creating an emotional door, or a gateway that gets regular people intrigued. Incorporate strong messaging and a clear mission with tangible, scalable action from the inside out and you’ll draw more people—and more support—to your organization. 

One example is ECOfashion Corp, who announced they will be putting QR codes into their clothing tags for people to track the supply chain of their product, said Founder and CEO Marci Zaroff. This is a great way to get your audience involved, stay accountable, build credibility, share your values, and be transparent in your efforts.

One thing the pandemic really seemed to solidify is a great need for immediate change. We cannot return back to normal. We must keep improving and building better, more sustainable systems. This planet is the only one we have, so we need to take better care of it and each other. 

Though it may seem daunting or intimidating at times, we all truly do have the power to enact change. The Sustainable Brands Conference filled me with hope and assurance of just that. 

And if you’re ready to get started or solidify your own next steps, Sustainable Brands has even created a Brand Transformation Roadmap to help you navigate this challenge. Start small and slowly build-up to the bigger, more intensive actions. The planet, your audience, and your future supporters will thank you. You got this!



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I’m Kristi Porter, and I help cause-focused organizations understand and execute effective marketing campaigns so they can move from stressed to strategic. Your resources may be limited, but your potential isn’t. Whether you’re a nonprofit, social enterprise, or small business who wants to give back, I’ll show you how to have a bigger impact.

The Most Difficult Business Decision I Made in 2020

2020. What can I say?

My word for the year was TRUST, and good gracious, that was certainly put to the test.

There has been so much fear, anxiety, heartbreak, and unknown over the past 12 months, and though we are more well-informed today and a vaccine has arrived, we still don’t know what the long-term ramifications will be.

At times it feels like a constant free fall, doesn’t it?

Yet, we each also found some bright spots. There were signs of hope all around us—if we dared to look for them.

People working together.
Kindness being shown.
Justice taking hold.
Smiles behind the masks.

But I have to admit, I found myself struggling on a lot of days. From forced isolation to losing clients to my own chronic health issues to, you know, general pandemic junk like wiping down my groceries for months, I went through a lot of dilemmas last year.

However, there was one decision in particular that changed the course of my business and life.

The Most Difficult Business Decision I Made in 2020

Let me take you through a general timeline of 2020 from my perspective.

January

Remember when we all started 2020 with hope and fresh eyes? So many business plans and capital campaigns were built around the start of this new decade.

Themes were created.
Events were planned.
Anticipation was all around us.

I was right there with you. I had made progress in my business and health the previous year, but 2020 was going to be my best year yet! In fact, that sentiment is what I kept writing over and over in my planner: 2020 is my year!

And then . . .

March

It’s like our calendar re-started, isn’t it? Everything is “before the pandemic” or after.

As someone with chronic health issues for almost nine years now, I was safely tucked away in my apartment. Honestly, things weren’t much different. I already lived alone, as a solopreneur, I worked alone.

So, other than having to move a few of my meetings online and my amazing friend delivering my groceries to me, my routine didn’t change all that much. I actually thought I was kind of built for this, and as long as I was careful, I’d be fine.

BUT around this time I also started feeling bad. Not COVID bad, but I knew I had another kidney infection. They weren’t new to me, sadly. This one, though, wouldn’t go away.

Remember: I’m also running my own business during this time.

Not only did I have to work while dealing with this issue (which was super hard), but the world was just learning about what the pandemic could mean for us—and freaking out as a result.

During March I lost most of my clients, at least for the short-term.

The projects I’d mostly been working on in January and February were travel-related or for nonprofits . . . so, yeah. Gone. And even those that were in the works got put on hold, sometimes indefinitely.

Though I’ve been there before, I was truly looking into the future and unsure where money was going to come from. Frankly, it was scary, and you probably know at least some of how I felt from your own experience.


April - May

Over these two months, I had to rebuild my client base, keep in contact with past clients that might have future projects, and of course, stay inside.

Oh, and I still had the kidney infection.

I’ve never had one this bad. I went through four rounds of antibiotics, got treatment from both of my naturopaths, tried tons of homeopathic remedies, and slept a lot. It just wouldn’t go away!

(Side note: Having a kidney infection during a TP scarcity is not recommended. :)

I was extremely grateful to have work, but struggling to get it done because I just felt bad all the time.

My anxiety was also growing—and my hair was falling out from the illness and stress!

It was time to do something that I really didn’t want to do: see a specialist.

June - July

Two things were working in my favor at this point. First, my biggest client was actually having a great year because of the industry they’re in. So, that meant more work for me, yay! Second, I had a new retainer client that would be steady work for at least the rest of the year.

To be honest, I prefer project work to retainer work. But I’ll be the first to admit that I needed the stability these two clients gave me, both for my business and for my health.

At the same time, I was seeing more doctors and getting tests because they didn’t really know what was wrong with me. An x-ray, ultrasound, CT scan, blood work, and more. It wasn’t just a hassle, it was getting expensive! I didn’t have great insurance as an entrepreneur, and I was certainly paying for it.

Additionally, I’d formally started implementing my self-care plan: weekly trips to the Starbucks drive-thru! (And episodes of The West Wing Weekly.) With social distancing and oodles of Zoom calls, my baristas and a Tall Skinny Vanilla Latte were a welcome sight to my routine.

August would also bring a couple of big turning points.

August

Still not knowing what was wrong with me, I had a procedure done to help the docs suss it out. Guess what? They still didn’t know. I got yet another, “If it gets worse, let us know.”

I’d actually started feeling better since July, though. That was a good sign, but I was growing more frustrated by paying doctor fees and getting no answers, my anxiety was getting out of control, and my hair had gotten pretty thin.

I was not okay.

I was at a crossroads, and it was time to make my most difficult business decision yet:

I decided to get a “regular” job.

Oh, and I went on anti-anxiety meds. I needed a clearer and calmer mind to work, sleep, and live life. That was a very good decision, and I hope to go back off of them very soon.

Besides needing better benefits and additional stability, I also have to admit that the forced isolation was getting to me. Like I said, I was primarily by myself a lot anyway, and it actually doesn’t bother me. It is very rare that I feel lonely. But having the decision taken away from me was difficult. As was not traveling, which is really important to me.

For my mental health, I also knew I would benefit from working with a team again. It would be nice to have the support and regularly work with people toward a common cause. Even I couldn’t deny that additional benefit.

Let me also stop and clarify two things before moving on. First, I had no intention to close Signify. My mission, work, and clients matter a great deal to me and I wanted to continue growing my business in some way. I still know how much it’s needed, and I would find a way to continue.

Second, there was a lot of ugly crying involved. For my fellow entrepreneurs out there, you know what I gut-wrenching decision this was.

I felt like a failure.
Like I couldn’t hack it as a business owner.
Like I wasn’t fit to be an entrepreneur.

Now, I know that isn’t true. Part of this was my perfectionism talking and part of it was the anxiety. But it felt horrible and very, very real.

But I pressed forward and did what I need to do: I started looking for a job.

September - October

My body had healed itself by this time. I still don’t know what was wrong, and am praying it doesn’t come back.

But the financial damage was done at this point, and reinforced my decision to find a job. Between all the different healing avenues I’d taken, I’m guessing the costs totaled about $10,000. And, as a reminder, I’d been dealing with chronic health issues for almost nine years, so this was just additional debt to stress me out.

So, during the fall I networked, applied for a couple of jobs, had a promising interview, and continued my client work. However, the meds had kicked in at this point, so at least I felt more clear-headed, which was a huge blessing.

Oh, and of course, a vaccine was just around the corner!


November: THE BIG CHANGE

The first person I reached out to about a job had been a client for about a year, Vector Global Logistics. The founder, Enrique Alvarez, and I got along swimmingly. We had very similar business philosophies and believed in the power of business for social impact.

We were always trying to find ways to work together, and I thought this might be the next step. Luckily, he thought so, too.

It took us a while to work out the details, but I officially started working part-time for them—with benefits—in November!

I’m happy to announce that I’m the VP of Sales and Marketing for Vector Global Logistics.

Basically, Vector gets the products people care about from Point A to Point B. They provide commercial shipping and logistics services. So, they don’t ship you the new shoes you bought off of Amazon, but they do ship the containers of shoes just like them that came from far off places. Well, they do a lot more, but that’s the gist.

Plus, the reason they exist is to change the world. Because the supply chain affects so many aspects of our lives, they see it as a terrific opportunity to do good. They love giving back and do it every chance they get. Obviously, I can get behind that.

And this still allows me to work part-time on Signify as well. I’m deeply grateful, and have really enjoyed working with them over the past two months. They are an incredible and talented team, and I have to admit, it is nice to be working with a team again!

(I will take a moment to give a huge shout-out to all my previous interns, though, who have really helped shape Signify over the past few years. Plus, they have been a blast to work with!)


December

The most difficult aspect of joining the Vector team has been figuring out how to juggle my new responsibilities with my client work while still growing Signify. (And writing content like this!)

I’m a pretty organized person, but I’m definitely still figuring things out. I imagine it’ll be months of working through this process.

I love starting and building things, though, so working with Vector is a really fun and unique opportunity. It is an amazing company.

I’m excited for the future of what we can do together, and how it will effect Signify (and vice versa.) They are very supportive of my work for both companies, and I’ve got big ideas for both!

Overall, the end of 2020 worked out pretty well for me. It was certainly rough at times, but I clung to my word of the year, TRUST, and came through okay.

The Moral of My Story

Here’s the paradox of 2020 for me: I actually made more money than in any other year, whether as an entrepreneur or a full-time employee. But with the stress of the year, my ongoing (and new) health issues, the new debt, the forced isolation, and another uncertain year ahead, I decided to get a job.

Weird—the watchword of 2020.

I tell you my story not just to say “woe is me” or get your sympathy. I’m sharing what happened to me because it’s probably not all that uncommon and I wanted you to know that you’re not alone.

As the founder or leader of a nonprofit or social impact company, you’re always in a battle for better.

You want to do good and by working on behalf of a cause, you’re always sacrificing something of yourself. It could be your time, money, resources, or any number of things. It’s not easy, but you know it’s worth it. I do, too.

While I strive to be a genuine and authentic person, I admit that I’m not always an open book. I do keep things close to my chest because that’s just the way I operate and internally process. But I wanted to share my difficult decision with you because I know you get it.

You may not have been in the same situation as me, but you know how hard it is to run an organization and what you might have to do or give up as a result, both personally and professionally, to see your mission move forward.

Let me remind you, though, just like in 2020—and just like in your work—there are always bright spots in dark times.

How to Find the Right Social Impact Job for You

There are lots of websites, blogs, podcasts, and more that tell you how to find a great job you’ll love. But let me share two pieces of advice that really helped me last year.

  • Create a great network. When you find yourself with some sort of need, you need a great network to turn to. Cultivate relationships with lots of amazing people, in life and in work. Be generous with your time and resources because it’s the right thing to do, but also because those wonderful people will return the favor. When I was looking for a job, I wasn’t doing it in a vacuum. There were a few amazing friends and peers who were looking out for me, too.

  • Make a list of what you want. I didn’t want just any job. I knew exactly what I was looking for and I went in search of it. I made a list of all the tangibles and intangibles that wouldn’t just give me a paycheck, but a career, and some place I could really contribute to. Near the very tippy top of that list was a strong culture. I wanted to go somewhere that I would feel encouraged and supported, and everyone else felt the same. Vector checks almost every box on my list (and it’s a long list!). Of course, I’d also had the privilege of working with them for a year, so I knew they walked the walk. I was fortunate in that way, but a good network will also know other good people, so that reinforces the first point as well.

So, there you go! That’s my story of 2020. Now you know the most difficult decision I had to make last year—and know that I’m here for you in your difficult decisions as well.



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My word for the year was TRUST, and good gracious, that certainly got put to the test. I have to admit, I found myself struggling on a lot of days. From forced isolation to losing clients to my own chronic health issues to general pandemic junk, I w…

Kristi Porter, founder of Signify

I’m Kristi Porter, and I help cause-focused organizations understand and execute effective marketing campaigns so they can move from stressed to strategic. Your resources may be limited, but your potential isn’t. Whether you’re a nonprofit, social enterprise, or small business who wants to give back, I’ll show you how to have a bigger impact.


Work ON Your Business, Not IN Your Business (Part 2)

There are a couple of stereotypes that come to mind when the word "entrepreneur" is brought up. First, is the more romanticized notion of being able to travel, take long lunches, and basically do what you want, when you want. On the other hand, there's the overworked, underpaid, and basically frazzled lump of a person. Those are the opposite ends of the spectrum, and honestly, depending on the day, either can be accurate.

We entrepreneurs are definitely lured away from more traditional jobs by the first persona, but for many of us, it's the second one that ends up taking root. And though none of us signs up for long hours and little pay long-term, those of us who are leading purpose-driven organizations often just chock it up to the cost of doing business differently. But I don't think this has to be the case.

Last week, I shared that I'd recently finished the book The E-Myth Revisited by Michael Gerber, which made the phrase "working ON your business, not IN your business" popular. In that post, I recounted that he says there are three different types of personalities that all business owners must display in order to be successful: the entrepreneur, manager, and technician. Building on that idea, today I want to share his strategy for growth and scale. And, like last time, I'll also tell you what some of the nonprofit and social enterprise leaders I admire do to work on their business.

(Psst: Missed part one of this series? Catch it here.)

Work ON Your Business, Not IN Your Business (Part 2)

The first part of the book, the section which primarily deals with those three personalities, made perfect sense to me. I recognized those traits in myself, but also saw areas of improvement I know I need to work on if I want to making it in business, as well as see my social enterprise thrive.

However, there were aspects of this second part that initially rubbed me the wrong way. But I pushed through, and Gerber made a strong case for his argument. I think I even became a believer along the way.

So, what was it?

The Franchise Model

The stance Gerber takes in this book is a bold one, in my opinion. He submits that to grow and scale, all small businesses owners must adopt a franchise mentality. That is, they must on some level be able to replicate themselves through systems and processes.

Some of you might automatically get stuck after reading that paragraph. Even being a girl who loves systems, "I totally paused," to quote Clueless, when I started this section of the book. At this point, I don't see myself setting up numerous Signify offices around the country, or hiring hundreds of employees. In fact, that thought makes me kinda want to barf. However, I am flying solo on this venture right now, and it would be super terrific to one day maybe have a bookkeeper, a few specialists on retainer, or heck, even an intern. And those things mean that I need to think bigger. I need to think in terms of scaling. In Gerber's philosophy, I need to franchise.

If a business is to thrive, it must obviously move beyond the founder. It cannot be wholly dependent on me or my skills—or in your case, you. Otherwise, it can feel very burdensome. It's more of just a job at that point. If I am out on vacay or sick in bed or taking that glorious three-hour lunch, nothing's getting done. Sound familiar?

Gerber equates business growth to the development of a person, with an infancy, adolescence, and maturity stage. The infant stage is exciting. Everything is new, but it can also easily get overwhelming. There are so many tasks to complete, and not enough help or time to complete them. You enter the adolescence stage when you hire someone. This is pretty spectacular, but too many owners end up wanting a break so desperately that they shove everything on to the newbie, which creates a whole new set of problems. It's possible said newbie either becomes overwhelmed too, may not yet carry the vision, or may have a different take on doing things that they execute in your absence. None of those are good alternatives. Gerber calls it "managing by abdication rather than delegation."

At this point, he says the owner has two viable options: the first is to either return to their comfort zone of the one man band, or expand with a franchise model mindset. 

Turnkey Revolution

His solution to success is the "turnkey revolution," which is a model that allows basically anyone to complete the process. Yes, just like a franchise. He uses the example of McDonald's.

While many businesses fail every year, putting processes, systems, and organization in place allows 75% of franchises to succeed. Wow, that's crazy! This is because they are consistent and predictable. And we humans are often creatures of habit, so those two words are comforting.

There are four basic principles behind the turnkey model:

  1. Design for simplicity and efficiency. Your system should determine the outcome, not your people.

  2. Document everything in an operations manual. This includes the roles, the work itself, and everything between.

  3. Predictable service is a necessity. You must provide consistent value to your customers (or donors, for you nonprofit founders who are still with us).

  4. Be results-oriented. Create a profit for your business, and be able to measure goals and objectives. And, of course, be ready to tweak at any time.

My Hang-Ups

I've already mentioned my first issue, and that was trying to define what scaling meant to me. Through his examples in the book, he is definitely talking about becoming a big player, but again, at this point, I have no desire for that. But his case was strong enough to help me realize that even wanting to scale on a very small scale could benefit from what he had to say.

Item number two may have made the hairs on the back of your neck stand up as well, and that was "Your system should determine the outcome, not your people." Okay, ouch! I pursed my lips and scowled a bit when he started in on this idea. After all, if I'm one person now, and want to expand that to two, three, or five people, I want to hire great people! I want to love them, and be friends with them, and invite them for sleepovers. (Okay, maybe not that last one, but I haven't ruled it out.)

But, after thinking about it a little more, I'd heard something similar before that I did agree with, and that was to hire based on the capability of the person, not the job description. Gerber may not agree with me there, but I'm gonna go with it. His point is that when you get a good system in place, most anyone should be able to pick up the ball and run with it. You should make it that simple, efficient, and seamless. And there is a lot of that I can stand behind.

Along those lines, I was a little put off with his continued use of McDonald's as an example. I'm personally not a fan for many reasons. But I am smart enough to recognize the business sense and innovation that company, and Ray Kroc, had in the early days. It just took reframing that concept for me. An assembly line is not what I'm looking for, but because I love systems, I understand the value of putting a process in place to help guide or predict an outcome.

The other thing I'll say is that if you choose to read the book, he pretty much sticks to product-based businesses to illustrate his point. So, you service-based guys and gals like me will need to think a little more intuitively. 

Overall, I really did find the book interesting and worth my time. I would recommend it as well. There are some steps I've already started putting in place along these lines, and plenty more to come. If anything, it'll just get you thinking differently about your little engine that could.

If you've read The E-Myth Revisited, what did you think?

What It Looks Like in Action

I also asked a few small business owners that I know, or follow online, to share how they work on their business, not just in their business. Here's what they had to say:

"You can't do everything on your own. Outsource what you can to freelancers, so you can focus on scale and the North Star of your vision." – Grant Trahant, Causeartist

“Every year on January 2, the Plywood staff takes a retreat to focus on the year ahead. We turn off our email and spend the first few days of the year focusing on the big picture." – Callie Murray, Plywood People

“For sixteen years, through North Point and Orange, I have heard ‘work on it instead of just in it.’ I get it, but it is so difficult to live it out. With everything thing that needs to get done, stopping to theorize, dream, analyze, and ask tough questions often doesn’t make the list. But I declared summer of 2017 the summer of analysis. This summer we have worked on it instead of just in it, and it has changed the direction of our division in many ways. The greatest benefit of working on it, is the peace of mind that you are working on the right things.” – Ted Lowe, MarriedPeople

“To continually improve our effectiveness, we block four hours per week for the entire team to work 'on' the business. During this time, we may work on our marketing initiatives or redesign key business processes. There are weeks when it's really hard to protect the time on our calendars. However, even without a 100% success rate on our goal, we've seen our organization's projects move forward more consistently than ever before.” – Kevin Jennings, Junction 32

“The only way I actually find time to work on my businesses, instead of just in them, is by making them a priority. Think back to high school or college dating . . . if your crush was available to hang out, it didn’t matter if you had class in two hours, or a paper due tomorrow, or a project to work on. You can bet you were hanging out with your crush! You found time to meet up with them, because it was your priority. Your business is no different. You have to trust that the work that needs to get done will get done when you take the time to make working on your business a priority, just like it did when you were younger and you survived school work and a date with your crush all in one day.” - Christina Scalera, Founder of The Contract Shop

“The thing I've had to learn as Refuge is growing from a small mom-and-pop venture to a larger-scale nonprofit is to let go! Not to let go of vision and culture, but to let go of the details. That's not a problem for me in some areas—the things I don't like to do or don't do well—but anything having to do with messaging or partying, I want to have my hands in it. I have to find people I trust and let them lead. It's freeing, but hard at first. In the end, it's so worth it, not just for your organization and your own sanity, but for the people who take those details, learn, grow, and knock it out of the park. Plus, they get the credit and satisfaction, and that's really cool.” – Kitti Murray, Refuge Coffee Co.

Read the first part of the series.



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I recently finished the book The E-Myth Revisited by Michael Gerber, which made the phrase "working ON your business, not IN your business" popular. Today I want to share his strategy for growth and scale. And I'll also tell you what some of the non…

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Kristi Porter, founder at www.signify.solutions

I'm Kristi Porter, and I started Signify to provide writing, consulting and strategy services to nonprofits and for-profit organizations with a social mission, primarily through copywriting, marketing, and business communications. I believe that cause-focused organizations like yours are the future of business. You're proof that companies can both make money and do good. And I'm here to help you get noticed and grow. When you succeed, we all win.


Work ON Your Business, Not IN Your Business (Part 1)

I've recently become a little obsessed with the phrase "work ON your business, not IN your business," made popular by Michael Gerber. Since my own business turned one this summer, I've been in a constant state of reflection, evaluation, and motivation. And those words, and his book, The E-Myth Revisited, kept popping up in conversations and online. Not a coincidence! So, I finally decided give it a read (via Audible). I can say that it was well worth my time, and I think that it would be worth yours too.

Since nonprofits and social enterprises are mission-driven, and not profit-driven, it can be difficult to understand or incorporate a traditional "business mindset." Heck, that phrase may even sound a bit icky to you. After all, you and I aren't in this for business as usual. But, hang with me, because I believe there are some valuable lessons to pull from this book that you can use in your organization. Think about it, how much good can we do if we can't grow and scale? Serving a larger purpose takes a strong strategy. One person can absolutely make a difference, but the point is to bring others along, right? And if your organization continually struggles or gets stuck, you won't be available to help anyone. Ouch! I know that's not what you want, and it's not what I want for you.

(Psst: This is part one of two posts. See post two here.)

Have you heard the phrase "work ON your business, not IN your business," made popular by Michael Gerber in The E-Myth? Since nonprofits and social enterprises are focused on the mission, and not solely the profit, it can be difficult to understand o…

While there are many ideas in this book that are intriguing (some of which I admit that I was hesitant about at first), I'm only going to focus on two, over-arching themes of the book. I'm also going to share what a few other, stellar nonprofit and social enterprise leaders said when I asked them how they work on their business.

The big idea I want to chat about today are the three "personalities" Gerber notes that every business owner must identify and utilize: the entrepreneur, manager, and technician. He states that all business owners already have these personas inside them, but most people tend to lean heavily on one, and rely very little on the other two. However, he believes that it takes all three to be successful. He actually makes a case for that feeling you get of being pulled in multiple directions! To me, that's reassuring.

THREE FOR THE PRICE OF ONE

The entrepreneur is, as you'd expect, the dreamer, innovator, and visionary. On the other hand, the manager craves order, solves problems, and enjoys details. And the technician is the craftsman who actually gets the work done.

Every year, approximately one million small businesses literally or figuratively open their doors. One million! By the following year, 40% of them are closed. And four out of five don't make it to their five-year anniversary. Sad! I know you are out there trying to make the world a better place, and so, we need you to survive. Not only that, we need you to thrive!

Gerber says that the average small business owner is 10% entrepreneur, 20% manager, and 70% technician. Most small businesses fail because a technician isn't necessarily a good business owner. This guy/gal is a worker bee, but can't necessarily think long-term or accomplish large goals. They only focus on the task right in front of them. If that's the case, he/she is likely either burn out or continue to struggle because the work can only be sustained for so long by that one person, and they aren't making enough profit to bring in other people.

Likewise, if we rely too heavily on our inner entrepreneur, we'll have oodles of ideas, but never actually accomplish anything. And then the manager is stuck right in the middle without the other two, constantly pushing paper, answering emails, and posting on social media (hear: staying very busy), but with no direction or substance to back it up.

Which personality feels more dominant for you? Entrepreneur, manager, or technician? Gerber is right on target for me. I definitely have facets of all three, and value all three in myself, but I mostly rely on my technician, because she makes the moola. :) 

Oh, and this is a good exercise to think through even if you have a partner or small team. One of these personalities may be more prevalent across the board, and you'll need to find a way to bring some balance. 

Next week, we'll talk about Gerber's strategy for success. But I wanted to begin by understanding where we're all starting from. Again, his belief is that it takes all three of these personalities working in harmony for small businesses owner to achieve success.

I have no doubt that, like me, you got a little overwhelmed when you started your organization. You knew how to do one thing well, or maybe even a few things, but as a small business owner, you had to learn a whole bunch of skills to stay afloat . . . IT, marketing, admin, HR, fundraising, salesperson, social media manager, writer, coffee gopher, pep squad captain, etc. That definitely works for a while, but it's not sustainable. It's not going to allow you to grow (no matter how you apply that definition to your business), or help more people through your mission.

So, first identify your dominant personality. Then, consider ways that you can start developing the other two. Think of it as being holistic, well-rounded, or even just what it takes to be the #WorldsBestBoss. This is the beginning, the foundation.

Intrigued? Pick up a copy of the book. I highly recommend it!

WHAT IT LOOKS LIKE IN ACTION

And if you're looking for some ideas of how you can work on your business, rather than simply in your business, here's some feedback from a few pros:

“I prioritize goals weekly and quarterly, and make sure to keep them in a place where I see them every day. This helps me remember what's truly important, and keeps me moving toward bigger goals on a daily basis.” – Joanna Waterfall, Yellow Co.

“One of the best ways I know to guard time to work on it, not in it, is by ensuring I don't schedule most of my time away in meetings. I ensure that no more than 50% of my time is spent in meetings. Ideally, it's 30%. That way, I have 50-70% of my time to dream, write, create, and work on it, not in it.” – Carey Nieuwhof, www.LeadLikeNeverBefore.com

“I use time blocks on certain days throughout my week, which are for specific, higher-level projects that make my work easier in the long run. One of the things I do during these time blocks is work on my content library. These are spreadsheets of content focused on evergreen—undated, but always relevant—blog posts and quotes that I can schedule into my social media calendar. Cataloging this content and repurposing it in this way helps me to keep helpful and interesting content in front of my customer's eyes on social media, without always having to take the time to create new content. Between scheduling out this evergreen content from my library of spreadsheets, I sprinkle in current, dated, timely content and information that keeps things fresh on my channels.” - Jennifer Wilder, Voiceover Artist and Social Media Manager

"I utilize a To Do List organized by order of importance so I'm always engaged with the most important issues of our organization." – Larry Witherspoon, Automotive Training Center

“I work with a coach. Having regular check-ins and accountability helps me keep my eyes on the prize, as it were. I also invest in my development (and the development of my team). Professional development budgets are often overlooked in small businesses and organizations, but it means so much to me and to my staff to be able to focus on learning and growth." – Cindy Wagman, The Good Partnership

“I do find myself in the trap of working IN vs ON my business more frequently than I wish, but my best approach for getting above it and feeling like I am giving real strategic thought and leadership is by connecting and carving out time with others not directly involved with the business, but whom I trust and respect. This may be a lunch date with one person, a working session with a peer group, or a professional speaker event within my network circles. This ‘space’ and time always allow me to hear from others, learn from their challenges and focus, and think about intersecting opportunities for SparkFire Active. Every time, I come out energized, refreshed, and with a clearer roadmap for the plan I want to be working on. The spirit of creativity and collaboration elevates my focus. – Samantha Hodgkins, SparkFire Active

READ PART 2 HERE!



PIN THIS POST FOR LATER:

Have you heard the phrase "work ON your business, not IN your business," made popular by Michael Gerber in The E-Myth? Since nonprofits and social enterprises are focused on the mission, and not solely the profit, it can be difficult to understand o…

(Amazon links are affiliate links.)


Kristi Porter, founder at www.signify.solutions

I'm Kristi Porter, and I started Signify to provide writing, consulting and strategy services to nonprofits and for-profit organizations with a social mission, primarily through copywriting, marketing, and business communications. I believe that cause-focused organizations like yours are the future of business. You're proof that companies can both make money and do good. And I'm here to help you get noticed and grow. When you succeed, we all win.