I have a company that hosts The Mobility Company all over the world. This season, I attended Dirty Dash, Utah, where I watched and walked with some friends, one of whom commented on the host.
“As the host of this event, you weren’t crazy to enter the world of events. Now do you have the whole thing?”
You’ve been hearing stories about people who start and become chief executives in the mail room. I suddenly realized that five years ago, I knew nothing about holding a successful event. Now I own an event company that brings celebrations to 3 million participants from more than 15 countries.
Five years ago, I was a novice. I went to “experts” to seek advice. Now, most experts are no longer the industry.
I want to know, “how am I still here?” More importantly, can I tell people who are just starting to make sure they are successful, sustainable, and free from eventual burnout? How can I help others avoid wandering between company, industry and industry?
I’ve worked hard to achieve this myself, but it’s not only incomplete to tell others that “work hard and you’ll succeed” – it’s also wrong. Working hard in the wrong direction or task won’t move you forward; it will fix you and let you burn you faster.
Growth requires more than a long and lengthy to-do list. Looking back on my journey, I have succeeded in accordance with these four tips.
Know all aspects of your product and company.
I finally owned my event as a master of ceremonies. Over time, event owners became less involved, and I grew more.
There is a place they want, only I can carry on. Why? Because I work in each department, I understand the whole operation: marketing, sales, production processes and everything in between.
This is the opposite of the usual advice: “Jack in all trades is the omnipotent owner” and “treat one thing really well and outsource the rest. This is how to develop the company.
It’s true: if you want to be the owner, you need to be fully aware of every element of the business to ensure that each department works effectively.
You don’t need to be an expert on each role, but you need enough knowledge to determine if someone has done their job correctly. Which marketing company can provide you with valuable information? Which one will lie to you? Which employee is honest about cash receipts and what are skimming?
Work outside comfort zone
When I first started, I was working hard for two interesting tournaments. The average number of people in each market is over 10000. The company has made so much money that they can afford it. They might make a $500,000 mistake that could be removed from a weekend sale.
But I can see warning signs. Ticket sales are decreasing and advertising costs are rising steadily. They have loyal customers participating in their activities every year, but the products are dying out and they need a new activity to sell.
During this period, I have been developing my two concept of events. One involves a 1,000-foot slide across city streets, the other involves sending thousands of burning lanterns into the night sky. I put forward two ideas, but they were considered “too dangerous”.
The boss of the company didn’t want to take the risk of doing interesting business and thought it was too much of a responsibility for my concept. But I believe in my creativity, so I did it myself.
It turns out these concepts aren’t as dangerous as people think, and once I prove them, everyone wants a piece of work.
It’s a safe way to lose your chance to be afraid of losing what you have. To get beyond my comfort zone, I applied the same advice my coach used to help me run faster: “Pretend the lion is chasing you.”
Even if you are done, you must continue to work.
One of the biggest mistakes of the companies I consulted is that they get rid of their daily business as soon as possible. It’s almost like the badge of honor that they no longer work.
In the event world, the owners finally stop participating in their own activities; they hire people to check them. The problem is, no one has your intuition. You see obvious mistakes in the glaze of others. Your employees will come back with a five-star report, but your gut instincts will tell you what will happen if you go to school.
You can’t employ this sense of ownership. Impossible.
If you want to keep a successful company, stay in the trench. Don’t make yourself comfortable, because once you start avoiding your job, your business will pay the price.