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the rest of the week with my family, mentally preparing to dive into this new, unexpected reality. Once I got back, I got to work. Since I had a speaking event the next day, I called a friend from my church who came in to answer the phones. It was an extremely humbling experience, but slowly, thanks to the support of family and friends, my own tenacity, and a solid foundation, I began to rebuild the business. I traded spaces with a client and cut costs as much as I could, even in payroll. With some stability, thanks to my subscription model, I slowly regrouped. One of the most valuable takeaways came in learning our firm’s systems. I got to know them really, really well, and I saw what my employees had been dealing with. In some cases, it was a wake-up call. No wonder that attorney had left; some of our systems were inefficient and ineffective. I wouldn’t have wanted to use them if I were in their shoes. I worked to overhaul everything and make it better.
THE BEST OF TIMES AND THE WORST OF TIMES
NAVIGATING SPEED BUMPS IN YOUR BUSINESS JOURNEY
What happens when you reach a speed bump in your business? Is it time to turn and run, or do you go all- in, fighting for what you’ve built? It isn’t easy, but if you believe in what you’re doing, it’s worth the fight. I’ll take you back to my own experience with this. Five months into 2014, I was having the best year yet. I had three full-time lawyers, six administrative staff, a growing Access plan, and an overall active, busy firm. I’d booked a family vacation for the last week of May. I would be gone for a full week — the longest vacation since I’d started the business. Halfway into the trip, I opened up my email for the first time. Standing in Universal Studios, I saw a message from my senior attorney, someone I’d had a relationship with for 20 years. He was resigning, and he had a long list of staff and clients he was taking with him. Here was the worst of times, hitting all at once. I was back to square one, faced with the crucial decision: fight for my business or give up.
By spring of 2015, things were turning back around.
Hitting that speed bump was, in many ways, the worst of times, but I learned a lot. Since then, I’ve streamlined our systems. With every system or procedure, my goal is to build it better for the next person. I get there by asking three questions.
What can I simplify? What can I eliminate? What can I delegate?
These questions guide me when I’m making important business decisions. They help me “build it better for the next person.” Getting to the answers improves things for my team and makes it better for our clients because we can serve them in the most effective, efficient way. I share this story with you because I want you to know you can get past the speed bumps. They may look different for you, but any business owner will face them. It’s all about what you do when you get there. I’m happy to connect and share some of the additional lessons that got me through this time. Give me a call, and we’ll talk.
I chose to fight.
Instead of cutting our vacation short, I chose to stay with my family. I knew I would need their support, and rushing back wouldn’t solve much. I contacted my best friend, asked them to change the locks at my office, and spent
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