The most common emotion I have as a brand new business owner is uncertainty. The next two emotions are fear and optimism. Somehow they go hand-in-hand.
I’m beginning to think it’s going to be a long while before I know what I’m really doing. Until then I must be content flying by the seat of my pants, believing in my ideas and my team, and play the role of the good news prophet.
There’s a difference between being a prophet who bears good news and a manager who wants to their ears to be tickled. We’ve all worked for bosses who only want to hear the good news. To me, that’s problem avoidance. One of the first things I told my partners when I selected them was that I want to hear the bad news. It’s my job as the founder and owner of Endever Publishing Studios to figure our how to clean up the mess. And if I can’t come up with a solution, then I ask for help. I wouldn’t have invited my teammates to be apart of Endever if I couldn’t rely on them for help.
After all, I’m just a business owner. I’m not perfect.
So what do I mean by being a good news prophet? While fear an optimism go hand-in-hand, I must not let my fear show. It’s imperative that I keep that part inside and display my optimism as much as I can. I must forecast good news so that my team and my writers will continue to believe in Endever.
Does that mean I make stuff up just to lead them over a cliff?
Absolutely not! I’m busy working and reworking my business foundations until I feel I get something right. Pioneering a new publishing company means plotting out a succinct process for our book productions, routing book sales to benefit all parties involved and help the company grow, deciding what roles are most needed and what jobs those roles will consist of, and so on.
That’s where I’m at now as of the writing of this post. That way, when I get all the wheels greased and spinning in the right direction, I can forecast good news. I can be sure of myself because I will have sought out advise from key people, and in the end I will believe that I’ve made the right decisions for Endever and everyone involved.
That’s handling and cleaning up problems and prophesying good news. That’s freeing my teammates to do what I’ve instructed them to do within their area of expertise. And to me, that’s creating a safe and healthy environment for authors and other key players to join in the future.
I’ve got a long way to go, but like hopscotch, I’m doing my best to land straight in all the right spots.