I started to teach my staff how to think. Rather than solve their problems myself.

This didnt happen immediately. There wasn't a single conversation, meeting, or day that this happened. But it did happen. Over hundreds of small interactions over many months.

When I was expanding my business, every problem naturally still found its way to me. I had done all the roles and usually seen and solved each problem before.

If a property manager wasn't sure what to do, they would ask me. If an owner had a difficult request, I would become called. If something unexpected happened, people looked for guidance.

I took my role to be the person who can provide the answer. If I already knew the answer, why wouldn't I help? It seemed like the quickest way to keep the business moving.

It didn't necessarily help the property manager prepare to solve tomorrow's.

The same types of questions would come to me to solve. Different property, different owner and different tenant. Usually with the same type decision.

My approach needed to change from the person with the answers, to the person who can double check the property managers decision.

Most business processes can be documented in workbooks, and general business system guides. In property management there are lots of variables in such a people focused environment. There can be more grey, than black and white.

Instead of simply telling someone what to do, I explained why we would do what we would do. Why this owner would probably respond well to that approach. Why this maintenance issue needed a different conversation. Why the history of the property mattered and why we made one decision instead of another.

The goal was no longer just to to solve the problem. The goal was to help the property manager understand how to solve the next problem.

Gradually conversations turned to double checking their decision rather than not knowing what to do. I have a problem, this is what I believe we should do, this is why. Is there anything you can add?

This change showed that the property managers were developing their own judgement. Wonderful Progress!

I was still involved each day as I was still there. I still enjoyed adding tuppence, though my involvement had changed.

I was no longer trying to be the person coming up with the solution. I was encouraging people to improve the quality of the thinking they put into their solution. That's a hugely important move for all growing business.

Businesses don't become stronger because the owner has all the knowledge. Businesses become stronger when that knowledge is gradually absorbed by the people, the systems, and the culture of the business.

Wouldnt it be wonderful if this could happen through one training session. Its not that simple. The change does happen though. It happens through hundreds of conversations and interactions. Hundreds of decisions and opportunities taken to explain not just what to do, but why.

I believe that this is one of a business owner's most important responsibilities.

Not to solve every problem.

But to leave the business a little more capable after every interaction.

Over time, I believe this is how businesses stop depending on one person's experience and start relying on the group capability of the team.

Niall Heeran

Niall helps business owners understand what buyers value by identifying the operational drivers that influence business value, buyer appeal, and sale readiness.

Former Principal of Copo Property Management, which he built from a one-man operation into a fully systemised business that was successfully sold to a national operator.