How do companies work

Bernd Geropp

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Prof. Dr. Kalaitzis
Founder and owner of K&P Dr. Kalaitzis and Partner GmbH

Many entrepreneurs have the feeling that they are only there for their company all day. This is particularly the case with companies with 10-20 employees.

Are you one of them? Then you are sure to work well more than 40 hours a week. The last time you were on vacation for a long time was probably 3 or 4 years ago. After all, you are firmly convinced that you must be permanently available. After all, you want your company to grow. They believe that without you nothing works and your company would hit the wall if you didn't drive and work all the time.

Well, if you've been reading this blog or listening to my podcast for a while, you know I disagree. As a manager and especially as an entrepreneur, you always have to keep a clear head and an overview. I doubt you can do that if you work 60-70 hours a week for months or years and don't have time for vacation.

You are a supplier of energy

As an entrepreneur, you are an energy supplier for your company and for your employees. But your energy and health reserves are also limited. Only a healthy entrepreneur is a good entrepreneur. That is why you not only have the right but also the duty to recharge your batteries regularly and switch off from day-to-day business.

To get there, you should be clear about what tasks you spend most of your time doing. You can assign each of your tasks to one of these three areas:

Why is this distinction important? If you, as an entrepreneur, deal with specialist tasks or spend most of your time on management tasks, you get bogged down. You have to deal with the entrepreneurial tasks.

The right mindset of the entrepreneur

You have to work on and not in the company. This is not easy and a change in the mindset of the entrepreneur is necessary. In the podcast I'll give you a real example of this - I'll introduce you to one of my clients.

In the last 15 months, this client has successfully taken the path away from the entrepreneur who works in the company to the entrepreneur who works at the company.

Example: K&P Dr. Kalaitzis and Partner GmbH

At the beginning of last year I met Prof Kalaitzis. More than 20 years ago he founded his own consulting company as an entrepreneur: the company K&P Kalaitzis und Partner. K&P is a consulting company with a focus on technology and maintenance. From engineers for engineers. The customers are power plant operators and the plant-intensive process industry. Over the years, K&P has made a name for itself with its customers, especially in the field of maintenance, thanks to its high level of expertise. K&P was not a conventional consulting company but acted more like an implementation-oriented engineering office.

The question that Prof Kalaitzis asked himself last year was: We are doing profitably. We are well positioned in our niche with our 20 employees, but how can we continue to grow? In which direction, in which additional industries, with which additional technologies should K&P deal in the future in order to grow? How can we become the partner for the technical management of our customers not only in maintenance?

I accompanied K&P and especially Prof Kalaitzis during this strategic realignment. In many conversations and workshops it became more and more clear to Prof Kalaitzis that his company is in the 2nd growth hurdle. The company was built around Prof Kalaitzis. He was involved in many detailed decisions, he was the salesman who acquired new projects and he was also the technical expert in many areas, which his employees could trustfully access if there were technical problems. He had far too little time for his entrepreneurial role.

He realized that the first thing he had to do was work on the growth hurdle, i.e. on himself, if his company was to grow. He's been doing just that for the past 12 months.

In this episode

 

The inspirational quote

“The company is the mirror of the entrepreneurial personality. Both can only develop together. As your business grows, you have two options. Either you grow with it and you succeed. Or your company grows over your head and you go under. "

Stefan Merath

 

Related links and articles

 

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