Owning a business is about so much more then just what you started the business to do.  In today’s guest post Brad Farris  talks about what your job description really is.

When I speak to groups of business owners and I ask them to raise their hand if they have job descriptions for their team members; about 80% of the hands go down. Now keep your hands up if you have a job description for your job, usually one or two remain up. If we know that job descriptions provide focus and accountability for our team members; and that focus and accountability helps them to perform better, why wouldn’t you have a job description for your own job.

But what is the business owner’s job, exactly? Is it to do everything that anyone else isn’t doing? How do I know that I’m doing a good job as a business owner?

There are four roles that I have found define the success or difficulties that a business owner experiences. Applying focus to these three tasks, and learning to master them will set you up for small business success.

 The owner must define the strategy.

Every owner must have a point of view about where the business is going, and what resources and activities it’s going to take to get there. In business schools they call that strategy As the leader of the business your team needs you to communicate your vision of what the future looks like so that they can cooperate with you to work toward that vision. No one else has the complete view of the business, and so no one else can do this job.

The owner must create and maintain the company culture.

Is there a “way we do things around here”? Does your company have a certain “feel”? That’s your culture and it’s part of what will drive your success. As you add new people to the team you need to make sure that they become part of your culture and share your values. Don’t let anyone else change the company culture to fit their style.

The owner must hire, train and manage key team members.

Your company culture and vision are realized not just through your actions, but through the actions of your key team members. Late at night you don’t want to wonder what those folks are up to, or how they are doing their job. You want to select and train them yourself, so that you are sure that they are doing their job well.

Choosing the right key team members, and training and managing them will go a long way to securing your company’s success.

The owner is the most effective salesperson for the company.

Regardless of your sales skills and training, you have some inherent advantages that make you the best sales person your company has. You have credibility, people believe you because you are the boss. You have flexibility, you can make a deal happen on the spot. Your passion got you into this business, and it’s going to show with every prospect. That doesn’t mean you have to sell every deal, but be involved, especially with the big deals. Never delegate the sales role completely.

That’s my list, what’s on yours? I’d love to hear roles that you are filling that you think only you can fill.

Don’t bat cleanup, taking on all the tasks that someone else either can’t or won’t do. Get the help you need to be able to focus on those things that only you can do.

Want to compare what you are doing to what hundreds of other business owners are doing? Anchor Advisors is surveying business owners like you in an effort to gauge your attitudes and actions, and how they correlate to your business performance. It’s a short survey – just 10 minutes – and one lucky respondent will win a new Kindle.

If you’re game, then head on over and take 10 minutes to take our survey.

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Brad Farris is a small business advisor with Anchor Advisors, Ltd. in Chicago, Il. Since 2001 Anchor Advisors has been helping creative professional firms to grow, by helping them clarify their business purposeget the most from their people, keep their eye on key performance measures, and implement consistent processes. Brad is also the author of The Business Owner’s Champion: 6 Practices to Build your Nerve and your Business.