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Over the decade it had been operating, Quantum Dynamics had grown into a substantial business that comprised of a team of 15 consultants and support staff. There were monthly overheads to be met and a team to lead and inspire, which was proving to be an onerous job when the owners were physically and emotionally exhausted. So Louise and William made the courageous decision to create a circuit breaker by taking an extended three-month break from business.
How to Prepare for an Extended Absence
1. Stop for a reality check. Are you still having fun? Do you feel you have become a slave to the business? Is the business having a negative impact on your private life?
2. Commit to doing something about the situation i.e. plan an extended break from the business. This will be an emotional and difficult decision so it is best to become comfortable with your plan before sharing it with others. Firstly tell people who you know will be supportive (Louise calls them unreasonable friends), so you are resolute before navigating your way through possibly negative responses.
3. Systems give purpose and foundation to any business, but many small business owners need a reason to go through the pain of implementing them. Your break is such a reason.
4. Identify the risks of taking time out and put in place a formal risk management strategy, which addresses employee and client concerns. The biggest risks your absence will create are financial, so pay particular attention to how this part of the business will operate.
5. Sound out your staff to gauge how they respond to the idea of you leaving the business for some time. This forms an important part of the risk management strategy. Tell your team you are definitely going once you have completed the plan and know how things will operate. William and Louise conducted a one on one meeting with each consultant, to allay their fears. Your plan needs to make people responsible and accountable and it is important to empower them with decision-making power before you go. You also have to set things up so people can grow while you are away, and still feel motivated when you return.
6. A key decision is deciding who will be in charge while you are away. This can be a locum manager, an entrepreneur that may be able to grow the business or an internal appointment.
7. Before breaking the news to clients, do a risk assessment of how you think people will react. Be up front and explain this is an important goal for you. This provides an opportunity to retrain your clients.
What Worked, What Didn’t
Louise openly admits that even with a great plan, Quantum Dynamics faced challenges along the way. There were different reactions from team members and for some it was a turbulent time. But they were a mature group and most team members were able to put their anxiety aside and coped well.
The biggest challenge they faced was that one month before they were due to leave, their financial controller resigned. That left Louise with one month to recruit a new person and train him or her. At that point it was a great temptation to alter their plans but Louise remained resolute. She found someone, trained her and the couple left the country on the day they had planned.
Louise and William decided to make one consultant in charge during their absence, and then appointed two others to provide support and a safety net if needed.
A fortnightly report was emailed to the owners in their absence. The reports provided a financial analysis and an overview of new business opportunities as they arose. Their external accountant was also in the loop.
Some clients did leave when they learned that the principals would not be attending to their work for a three month period, despite reassurances that they would be looked after by a capable replacement. Louise now sees this as a good thing. Other clients realised that the upside was that Louise would be able to teach them how to make an extended break possible for them. And of course, it resulted in Louise and William’s book, How to Grow Your Business by Taking Three Months Off.
Louise stresses that the most important part of their plan and its execution was the quality of their communication, both internally and externally.
Quantum Dynamics Today
William and Louise came back from their reinvigorated and ready to step into the future. Some team members were relieved they were back but others have a new appreciation of what William and Louise do for the business. Some people have also retained the extra responsibilities they took on during the three months, which has allowed William and Louise to focus more on what they love to do, rather than prioritising their time around what the business needs.
The break also allowed Louise and William to create a separation between the business and them as individuals. They admit that leaving the business to run without them was a challenge to their egos, but it allowed them to see the potential of business if they didn’t restrict it to their skill sets and core strengths.
With their newfound energy and resolve, they say they no longer experience the tedium they were enduring before the break, and there are no boring days at the office. They have also committed to time for reflection every six to twelve months.
Visit take3months.com
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