ON versus IN: Why you should work on your business instead of just in it
“You need to work on your business, not just in your business.”
Made popular by The E-Myth Revisited author Michael Gerber, it’s advice I’m sure you’ve heard dozens of times over the years (I certainly have). But despite being told over and over again, many small business owners still don’t seem to truly understand what it means.
Let’s look at a common scenario.
Bill is into making things out of wood. He loved woodwork at high school, and was pretty good at it too. And while Bill has a ‘regular’ job during the week, he also does quite well selling his wares at the weekend markets.
If fact, he’s been thinking about making a career of it for a while. And after a particularly bad day at work (which ends with him giving his boss some directions about “where he should go”), Bill decides to give it a go. He finds a place to set up shop, hires someone to deal with all the paperwork and other business stuff, and soon after Good with Wood is open for business.
At last Bill is ‘living the dream’ and ‘following his passion’. He’s earning a living doing something he enjoys and gets to be his own boss, which he loves. He doesn’t have to fill out timesheets or attend boring meetings. He can just spend his days sawing, hammering, planing and sanding to his heart’s content.
It’s perfect, right?
Unfortunately, no.
Bill’s situation is a classic example of what Gerber calls ‘an entrepreneurial seizure’. Someone gets the urge to ‘be their own boss’ but then (to quote Gerber) “goes to work for a maniac”—themselves.
The business owner ends up spending all their time working in their business. Now in Bill’s case he gets to do what he loves. But it isn’t long before he realises there’s a lot more to business than just making and selling products.
And unless Bill effectively deals with those other aspects of running a business as well, he won’t have a business for much longer.
In his classic book The E-Myth Revisited (the ‘E’ stands for ‘Entrepreneurial’), Gerber describes this type of person as the technician of the business. They’re an expert in their craft, and love doing what they do. Unfortunately, it’s often at the expense of everything else associated with running a business.
Gerber describes three archetypes when it comes to business owners:
- Technicians love doing the technical work.
- Managers manage the technicians to ensure the work gets done.
- Entrepreneurs design a business that can work without them, and then hire managers to run it, who in turn hire technicians to deliver the work.
In Bill’s Good with Wood scenario:
- The Technician does the woodwork to create the products.
- The Manager does all the ‘stuff’ the technician sees as ‘necessary evils’, such as:
- ordering materials
- entering orders and doing the bookkeeping
- tracking the work-in-progress
- handling customer payments and banking
- paying the bills
- ensuring they comply with tax and other compliance matters.
- The Entrepreneur looks at the big picture, and makes strategic decisions about things such as:
- what the business should sell
- who they should target as customers
- how they should price their products
- what their business model should be
- how the business should be structured.
As you can see, technicians and managers work in the business and an entrepreneur works on the business.
An entrepreneur’s focus is to design a business that can work without their own personal exertion on a daily basis. Their objective is not to be ‘self-employed’, or to create a job for themselves. They think of a business as a machine that can be designed, built and eventually sold.
That doesn’t mean all entrepreneurs aim to sell their business in the short term. Some like to build and then hold onto their ‘cash cow’ businesses over the long term.
Ask yourself:
- Does your business rely on your personal daily work at the technician and/or manager level?
- Do you believe only you are capable of doing that work to the level required?
If so, you’re chained to your business. And it’s unlikely to become one you can sell when it comes time to move on or retire.
Let’s think about Bill’s Good with Wood business. What happens if he’s sick or injured for a month or more? Sure, some insurances will replace income and pay lump sums in certain circumstances. But what about the business? Orders need to be delivered. Customers need to be satisfied. The business would grind to a halt, and its reputation would be tarnished.
Clearly, being your business’ operational linchpin isn’t so great.
In fact, it’s the opposite of what you want. You want a business that isn’t ‘key person dependent’. You don’t want your business to rely on any one person— especially not you.
In Bill’s case, he needs to step away from the hands-on work. (He can still do some of it, but the business shouldn’t rely on him as a key technician.)
What are some of the things Bill could do?
- He could bring an apprentice on board, and get them up to speed on how everything is made.
- He could write procedures manuals and create training videos to explain the details of every item the business produces.
- He could document all the processes for managing the business.
By doing these things, Bill could get to a point where his business produces the same goods to the same quality whether he’s there or not. And quite profitably.
Bill would be working on his business, not just in it. He’d be an entrepreneur.
Other things Bill could focus on to build his business include:
- Marketing: Researching trends, looking at what competitors are doing, attending trade shows, speaking with customers and prospective customers, exploring ideas for new markets and new products.
- Operations: Looking at ways processes could be made more efficient, negotiating deals with suppliers, researching new technology, looking at what can be eliminated, automated or further delegated.
- Leadership: Mentoring the technicians and managers within the business, attracting high-quality employees to the business, ensuring new staff members are inducted and well trained, making sure team members have career paths and incentives that retain them long term.
- Financial Control: Understanding the business’ cash cycle, knowing which are the most profitable products and areas of the business, understanding which expenses are worthwhile and produce a worthwhile return, identifying areas of waste to be reduced or eliminated, managing debtors and improving processes for collecting payments.
As you can see, the things Good with Wood needs to do as a business go far beyond ‘making things out of wood’—the thing that motivated Bill to start his business in the first place.
This entrepreneurial perspective doesn’t mean Bill won’t get to enjoy the sweet smell of sawdust. On the contrary, by learning how to build a business—and a team—to create his products, he’ll enjoy success and satisfaction on a scale far more rewarding than (to quote Gerber again) simply “doing it, doing it, doing it” as the business’ main technician.
So, what about you? Are you still ‘on the tools’? Or are you designing and building a business that can eventually work without you so you don’t have to keep “doing it, doing it, doing it”?
If you want to build something great with your business, let’s talk. Make a time to sit down with us to map out your plan for working on your business so you don’t get trapped in it.
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One of the most powerful decisions you can make with your superannuation is whether to run your own self-managed super fund (SMSF) and whether to invest in property through it. Most people know it's possible to use super to buy property. Far fewer know how to do it well. The following seven tips are designed to help you make the right decisions. 1. You Can Borrow Money to Purchase Property in Superannuation. Don't have enough in your SMSF to buy an investment property outright? Since 2008, superannuation held in a self-managed super fund can be used to borrow money for property purchase. This is done through a 'limited recourse loan' using a Bare Trust as the Custodian entity. You can't borrow the total value of the property—typically it's up to 80% for residential properties and 60% for commercial properties, with the required deposit held in the SMSF as security. The SMSF then makes the loan repayments, with rental income received by the fund and property expenses paid by the fund. Importantly, if there is a default on the loan, your other assets in the SMSF are generally protected from standard debt recovery and bankruptcy proceedings. The lender only has recourse to the property itself. Upon completion of the loan repayment, ownership of the property transfers legally to the SMSF. 2. Follow These 8 Steps to Set Up Your SMSF Setting up an SMSF properly can be a complex process. It’s best to set up an SMSF with the assistance of a qualified superannuation advisor, like us! We can assist with both the initial setup and the ongoing management of your fund. There are eight core steps to SMSF set up: Select the appropriate structure and name Sign the trust deed that covers how your SMSF is set up and run (it can have up to four members) Establish a trust for the SMSF by investing assets into the fund Register your SMSF with the ATO Set up a separate bank account for your fund Submit your tax file number (and those of any other trustees) Obtain an electronic service address to receive employer contributions into your fund (if applicable) Roll over funds from your existing superannuation account into your SMSF 3. Keep a Liquidity Buffer If you're buying property through superannuation, make sure you plan to keep a liquidity buffer of cash and/or shares in your fund. Lenders will check for this before lending to you—it should be at least 10% of the value you intend to borrow. But beyond satisfying the bank, it's simply good risk management. Property is an illiquid asset. Having accessible funds in the SMSF means you're not caught short if repairs are needed, the property sits vacant, or an unexpected expense arises. Because superannuation is central to most Australians' retirement security, the government has carefully regulated what can and can't be done with it. They don't want people gambling their retirement away on poor investments or incorrectly using their superannuation fund. 4. Use the Rental Income to Repay Your Loan You cannot live in the property you purchase through your SMSF until after retirement. Most people purchase an investment property and use the rental income generated to repay the loan—which makes excellent financial sense. The key is selecting a property that rents easily and delivers a strong rental return. Your purchasing criteria may look a little different to buying a home you'd live in yourself. For example, proximity to public transport, local amenities, and average rental rates in the area matter more than personal preference. 5. Get It Right and Enjoy Significant Tax Efficiencies One of the most compelling reasons to invest in property through superannuation is the tax efficiency on offer. These benefits can significantly improve the long-term return of a property investment compared to holding it in your own name. Key tax benefits include: No capital gains tax or tax no yearly investment earnings if under super caps. Salary sacrifice advantages if you're sacrificing salary payments into super, loan repayments are effectively tax deductible. Capped tax on investment income—the maximum rate of tax on income after expenses is 15%. Any capital gains on investments held for 12 months or more, is taxed at 10%. Standard investors outside super can pay up to 47%. 6. Follow the Same Due Diligence Rules as Any Property Purchase Buying through superannuation doesn't mean relaxing your standards. If anything, the rules governing SMSFs mean you need to be more rigorous, not less. Property is likely one of the most significant financial decisions of your life. Research, not emotion, should drive your choices. The same rules apply whether you're buying in or out of super: Visit and compare multiple properties Know the values of similar properties in the same area Get all property checks performed by the right professionals Shop around for the right loan structure and lender Don't abandon good investor habits just because the structure is different. 7. Always Get Quality Professional Advice Nothing comes without risk—but the right advice significantly mitigates it. The key is understanding what you're getting yourself into: making informed decisions based on accurate data; keeping a diversified superannuation portfolio that doesn't place all your eggs in one basket; and not underestimating how complex buying property in superannuation can be. Sound Simple? It’s all in the details. If the above tips have made it sound straightforward, know that the detail is where the complexity lives. Getting professional advice from the start helps ensure you make the best possible decisions for your future. When selected according to rigorous property-purchasing criteria, property can be an excellent way to grow your superannuation and increase your chances of building a retirement fund that supports the lifestyle you want. Ready to Explore Property in Your SMSF? Whether you'd like to discuss whether an SMSF is right for you or need help setting one up, reach out to Ascent Accountants . If you want assistance managing the property within your fund, contact the Ascent Property Co team .
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