Giving it your all doesn’t have to mean sweating bullets. Working Smarter, not harder is one catchphrase embraced by CEO’s the world over – how else would they get the time for four-hour lunches? While most people are too busy fighting today’s fires to think about the future, big business leaders are always planning their next move. Rather than struggling to keep up with the speeding treadmill of obligations, smart CEO’s take time out to think strategically.

One small business person who has benefited from this approach is Don Fitzgerald, who runs Dobsons Café in Sydney. Prior to 2001, Don worked 70 hour weeks running his own bakery. Everyone agreed the pies and cakes were delicious, but the work required to make a decent profit was exhausting him. Employing more staff would have eaten into his bottom line, and there seemed no immediate way to sell more stock.

Taking the CEO approach, Don sat down with his

bank manager and a business adviser and decided the only way was up. Expansion into bigger premises has meant the creation of a sit-down café facility, with an espresso machine and sandwich bar broadening the range of goods for sale. Business growth has exploded, meaning Don can now afford to employ more staff. The time he spends in the business has been reduced to 30 hours a week, while his share of the profits has increased.

Big business leaders

accept that they can’t be great at everything, so they spend the bulk of their time and energy on the things they do best, and find ways to manage the effects of their weak spots.

Greg Hart, managing director of the Entrepreneur Business Centre, says the first step is to be honest with yourself:  what are you best at, and where

could you use a little help? “Trying to find someone who is a technician, people-person, number cruncher and marketer is near impossible,” he says. “Be smart about the time you have to spend, and spend it doing what will add the most value. Manage your weaker skill areas by getting support or outsourcing.”

If your skill is

schmoozing

clients, then get thee to the long lunch! Leave the strategic development to someone you trust, while you focus your networking skills on snaring new clients. Find partners (either by becoming a partnership, hiring a personal assistant, top employees, building smart alliances or outsourcing) who complements the way you do business and who will help your enterprise grow.