Dave, an automotive care business owner, was a seminar participant.
‘I used to open Saturday mornings. One Saturday afternoon, as I rolled home exhausted, it hit me like a bomb that every weekend I was too tired to do anything with my family.
‘I got to thinking – if I felt like that, so probably did my staff, and was that fair? I asked myself: ‘Would it damage the business if we didn’t open on Saturdays?’
‘I decided to risk losing business and stop Saturday trading. That was five years ago. It has made no impact on the company profits.
‘Customers just organise themselves better. The shop shuts at 5pm, and the customers fit in with me.’
That started a very spirited debate. Several people had seven-day businesses – and couldn’t see how they could take time off.
‘We service large 24/7 manufacturing plants. I have to always be call. We’re only a small firm – that’s the way it is.’
‘We’ve got a restaurant. We finally took the first weekend off in six months. Left town. Next morning the chef arrived over an hour late and another staff member called in sick.’
Others had a different view. Seemed we’d touched a raw nerve!
‘My most successful distributor has very regular holidays and long weekends,’ Tony told us. ‘He’s trained his staff well, they’re empowered to make decisions, and he can leave them to it.’
Paul’s team of five cover each other’s work. His daughter runs the office; she can also do warrants of fitness (their business). One person can be away and the show goes on.
Another woman has run many businesses, including a dairy/convenience store. Initially the shop was open from 5.30am – 8pm. Within a short time, feeling half-dead, with no energy for their small children or any quality of life, they called in an advisor.
He asked: ‘Why such long hours? Track takings each hour to see what you can change.’
Robyn Pearce CSP