Find the holes
When my precision machine shop (a business in many ways like an auto repair shop) really started taking off in the late ‘90s, I was smart enough to realize I needed the help of an experienced manager, but not smart enough to get the hell out of his way when he came onboard. The result was painful for both of us and for the employees who got caught in the daily crossfire.
Tony and I had the classic friction that inevitably results when a sales-oriented, strong-willed owner who’s accustomed to getting his way (that would be me) needs to coexist with his methodical, low-key, newly hired second-in-command.
Example:
Tony the New Manager: “Mike, we need to tell our customers that our lead times are longer than we’ve advertised in the past. We’re overbooked and falling behind on deliveries.”
Me: (melodramatically waving a packet of new inquiries in the air) “So you want me to tell our biggest customers that they should find another supplier??? Are you kidding me???
Tony: “No, that’s not what I’m saying. I’m suggesting that our estimates should give a date that’s more realistic, given our current backlog.”
Me: “Look, we got this far because of MY business philosophy, which is as follows: (making air quotes to emphasize that the next sound bite is sure to be profound and thus of enormous value to the fortunate listener) “If we sell enough stuff at profitable levels, everything else will take care of itself.”
Tony: (Thinks, but doesn’t say) “I can’t believe I left GE for this…”
Ultimately, Tony left me out of frustration.