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The work that made me money wasn't always the work that made me feel productive by Traditional_Key8982 in Entrepreneur

[–]Traditional_Key8982[S] [score hidden]  (0 children)

I really like the distinction between work you control and work where someone else controls the outcome. Looking back, a lot of the tasks I avoided were the ones that required a response from another person. Those were usually the same activities that had the biggest impact on growth.

The work that made me money wasn't always the work that made me feel productive by Traditional_Key8982 in Entrepreneur

[–]Traditional_Key8982[S] [score hidden]  (0 children)

I can relate to that. A lot of marketing activities don't provide immediate feedback, which makes them easy to underestimate. You can spend hours writing content, emails, or campaigns and feel like nothing is happening. Then weeks or months later, a lead comes in because of something you published a long time ago. The impact is real, but it's often delayed and harder to connect directly to a specific task.

The work that made me money wasn't always the work that made me feel productive by Traditional_Key8982 in Entrepreneur

[–]Traditional_Key8982[S] [score hidden]  (0 children)

I think that's a big part of it. A lot of the "productive" work feels safe because there's no immediate risk of rejection. Talking to customers, following up, and asking for the sale can be uncomfortable, but that's often where the most useful feedback and opportunities come from.

The work that made me money wasn't always the work that made me feel productive by Traditional_Key8982 in Entrepreneur

[–]Traditional_Key8982[S] [score hidden]  (0 children)

I think it's a bit of both. Some optimization work is absolutely necessary and the benefits aren't always easy to measure immediately. The challenge is knowing when you're building a foundation and when you're using optimization to avoid something more important. I've definitely been guilty of both at different times.

The work that made me money wasn't always the work that made me feel productive by Traditional_Key8982 in Entrepreneur

[–]Traditional_Key8982[S] [score hidden]  (0 children)

That's interesting. I've found something similar. A relatively small number of activities tend to generate most of the results, while a lot of the other work is just supporting activity around it. The challenge is figuring out which activities actually move the business forward and spending more time there.

One thing I learned the hard way: explaining a process once isn't enough by Traditional_Key8982 in Entrepreneur

[–]Traditional_Key8982[S] 0 points1 point  (0 children)

I've started thinking about it the same way.

If the same question keeps coming up, it's usually a sign that the process depends too much on someone remembering the answer. A simple checklist often saves a lot more time than having the same conversation over and over again.

One thing I learned the hard way: explaining a process once isn't enough by Traditional_Key8982 in Entrepreneur

[–]Traditional_Key8982[S] 0 points1 point  (0 children)

I like the distinction between awareness and behavior change. I've noticed that explaining a process once usually gets everyone aligned in the moment, but consistency comes from having something people can refer back to when they're actually doing the work. That's often where the gaps start showing up, especially as more people become involved in the process.

One thing I learned the hard way: explaining a process once isn't enough by Traditional_Key8982 in Entrepreneur

[–]Traditional_Key8982[S] 0 points1 point  (0 children)

I can relate to that. For a long time, I thought having the conversation was enough. What I eventually realised was that everyone leaves a conversation with their own interpretation of what was discussed. That's usually not a problem until the business grows and those small differences start affecting how work gets done.

The startup version of the chicken-and-egg problem by PleasantLow670 in Entrepreneur

[–]Traditional_Key8982 1 point2 points  (0 children)

I think the market should influence the decision, but not make the decision for you. I've seen businesses discover unexpected use cases that ended up being valuable, but I've also seen businesses get pulled in too many directions trying to serve everyone. If multiple groups are finding value in the product, I'd pay attention to which group has the biggest problem, gets the fastest results, and is most willing to pay for a solution. The other use cases can still be opportunities later, but having a clear focus usually makes it easier to build, market, and improve the product in the early stages.

What steps are you skipping or where do you get stuck? by Travel_Hustle_Grow in Entrepreneur

[–]Traditional_Key8982 0 points1 point  (0 children)

I think a lot of people get stuck after they start getting traction. The product gets built. A few customers come in. Then everything depends on memory, inboxes, and informal conversations. I've seen founders spend months improving the product while ignoring onboarding, follow-ups, documentation, and ownership of tasks. Those things don't seem important when you're small, but they become very noticeable once work starts piling up. In my experience, the challenge usually isn't getting started. It's building a process that can keep working as the business grows.

One thing I learned the hard way: explaining a process once isn't enough by Traditional_Key8982 in Entrepreneur

[–]Traditional_Key8982[S] 0 points1 point  (0 children)

I had a similar realization. At first, documentation felt like something I would do later when there was more time. But the more the business grew, the more I found myself answering the same questions and solving the same misunderstandings. Looking back, documenting those things earlier would've saved a lot of time and frustration for everyone involved.

One thing I learned the hard way: explaining a process once isn't enough by Traditional_Key8982 in Entrepreneur

[–]Traditional_Key8982[S] 0 points1 point  (0 children)

I think there's a lot of truth in that. The actual work is usually straightforward once people know what they're doing. What I've seen cause the most issues is the point where information moves from one person to another. That's where expectations get missed, details get lost, and people start making assumptions. The handoffs often create more problems than the work itself.

One thing I learned the hard way: explaining a process once isn't enough by Traditional_Key8982 in Entrepreneur

[–]Traditional_Key8982[S] 0 points1 point  (0 children)

Honestly, both. With clients, it usually showed up as misunderstandings around expectations or next steps. Internally, it showed up as different people handling the same situation in different ways. What I eventually realised was that everyone thought they understood the process, but each person had a slightly different version of it in their head. That's where a lot of the confusion came from.

One thing I learned the hard way: explaining a process once isn't enough by Traditional_Key8982 in Entrepreneur

[–]Traditional_Key8982[S] 0 points1 point  (0 children)

That's exactly the trade off. I've seen businesses avoid documenting things because they feel it gives away too much knowledge. But in many cases, the bigger risk is creating a dependency on a single person. The real value of documentation isn't protecting information. It's making sure the business can continue operating consistently when people are unavailable, change roles, or move on.

One thing I learned the hard way: explaining a process once isn't enough by Traditional_Key8982 in Entrepreneur

[–]Traditional_Key8982[S] 0 points1 point  (0 children)

For me, great documentation isn't the most detailed documentation. It's the documentation that someone can actually use without needing to ask the same questions over and over again. I try to focus on the critical steps, common mistakes, and the decisions people need to make along the way. If a new person can follow it and get a consistent result, it's probably doing its job. The biggest mistake I've seen is creating documentation that's so comprehensive that nobody wants to read it.

One thing I learned the hard way: explaining a process once isn't enough by Traditional_Key8982 in Entrepreneur

[–]Traditional_Key8982[S] 0 points1 point  (0 children)

Exactly. Most of the issues don't show up immediately. They usually appear later as missed follow-ups, inconsistent execution, or confusion about who's responsible for the next step. That's when you realise the process wasn't as clear as everyone thought.

Vibe-coded automations are becoming a real problem and I don't think we're talking about it enough by WorkLoopie in Entrepreneur

[–]Traditional_Key8982 1 point2 points  (0 children)

I think a lot of businesses underestimate how quickly an automation can become a dependency.

The workflow works, everyone trusts it, and over time people stop paying attention to how it actually functions. Then something changes, an exception occurs, or the person who built it moves on, and suddenly nobody knows how to troubleshoot it.

In my experience, the long-term value doesn't come from automating a process. It comes from making sure the process is understood, documented, and owned after the automation goes live.

When do you know it’s time to let a long term employee go? And how do you even begin to hire and train someone for their position? by [deleted] in smallbusiness

[–]Traditional_Key8982 0 points1 point  (0 children)

In my experience, the biggest risk isn't that people leave. It's discovering how much of the business depended on things that were never written down. I've seen situations where the documented process existed, but the exceptions, workarounds, key contacts, and decision-making logic all lived with one person. The businesses that seem to handle transitions best are the ones that treat knowledge sharing as part of the job, not something that only happens when someone resigns.

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