5 Critical Things Entrepreneurs Must Understand about Delegation to be Successful By Susan Gunelius


If you have dreams of building a wildly successful business that brings in millions of dollars per year, it’s unlikely that you’ll be able to do it alone. You can only grow so much by yourself, and no, it’s not because you’re not capable. It’s because there simply aren’t enough hours in the day. Work-life balance is hard enough (if not impossible) for entrepreneurs to achieve without trying to do it all without any help!

While it’s true that you’ll never work as many hours per week as you do when you’re an entrepreneur, it’s also true that you have to sleep and you have to have some time to do non-business-related things each day. Something has to give, and for most entrepreneurs, that “give” has to come by giving up some control. In other words, to achieve maximum success as an entrepreneur, you need to learn how to delegate.

“Delegate” is Not a Bad Word

I know – “delegate” is a really hard word for most entrepreneurs to embrace. I’m just as guilty as the next entrepreneur when it comes to being unable to delegate. I’m only 100% confident when I’m doing everything myself. Guess what? For some entrepreneurs, that’s absolutely okay. If you’re happy with the level of business growth you can achieve while doing everything yourself, then by all means, stick to what’s working for you. What matters the most is that you’re happy. It doesn’t matter what anyone else tells you to do.

However, if you have big dreams, you need to delegate. There is simply no way around it. While many entrepreneurs (perhaps even you) understand the importance of delegating, they still can’t do it. If you’re not a natural delegator, if delegating is very uncomfortable for you, or if delegating increases your anxiety level to such a height that you can’t think straight, you must consider the opportunity loss if you don’t pass some tasks on to other people.


Accounting Uncategorized

Creating Value for Your Clients Through Real-Time Information By Rob Nixon

Value of Clients.jpg

You are not creating value for clients when you are offering historical services, aka compliance. The vast majority of the profession has the vast majority of their revenue in compliance.

Offering compliance services is being an intermediary between the client and the government. Your role is to facilitate, between the client and the government, the right amount of cash around the right time. Some would say that tax minimization is part of compliance, but I disagree.


Accounting nonprofits