Reposted with permission from Beaumont Leadership Consulting. Read the original post
At SEGC meetings, we have a banner in the meeting room that says: “Look At You Wearing All The Hats!” But that’s not something necessarily to be proud of. As solopreneurs or entrepreneurs, we often wear all the hats—salesperson, marketer, service provider, bookkeeper, even IT support. It’s easy to get caught up in the daily grind, working in the business, fulfilling client needs, processing payments, and answering emails. But if we spend all our time in the weeds, who’s steering the ship?
If you’re a solopreneur or small business owner, chances are you’ve heard the phrase, “You need to spend more time working on your business, not just in it.” It sounds smart, but what does it actually mean? And more importantly, how do you find the right balance between the two?
Let’s start with a distinction:
- Working in the business means handling the day-to-day operations: serving clients, managing emails, handling finances, troubleshooting tech, and putting out fires. This is the “doing” work.
- Working on the business means stepping back to focus on strategic growth: clarifying your vision, improving your systems, planning marketing campaigns, building partnerships, or developing new offerings. This is the “building” work.
Both are essential. But too often, solopreneurs become so consumed by the immediate needs of the business that they forget to create space for the long-term view. The result? Burnout, stagnation, and missed opportunities.
The Case for Working “On” the Business
When you’re working on your business, you’re taking the role of CEO—evaluating what’s working, what’s not, and where things are heading. This kind of thinking doesn’t happen by accident. It requires dedicated time and attention.
Here’s what “on the business” time might look like:
- Setting quarterly goals and tracking key performance indicators (KPIs)
- Evaluating pricing models or cost structures
- Automating systems to reclaim your time
- Identifying your ideal clients—and how to attract more of them
- Developing a long-term marketing plan
- Outsourcing or delegating tasks to increase focus
Spending time in this space builds clarity and momentum. You’re not just working harder; you’re working smarter.
Finding the Right Balance
There’s no one-size-fits-all answer, but a helpful rule of thumb is to spend 10–20% of your weekly work time on strategic activities. For most solopreneurs, that could mean blocking 3–4 hours per week purely for planning, reflection, or process improvement.
You might call this your CEO Time—and it’s non-negotiable. If you prefer, call it a “Clarity break”.
Treat it like a meeting with your most important client: your future self.
How to Make It Work
- Schedule It. Don’t leave strategic thinking for “when you have time.” That moment never arrives. Instead, book it like a standing appointment.
- Protect It. Turn off notifications, silence your phone, and resist the urge to dive into email. This is your time to zoom out.
- Guide It. Use a journal, whiteboard, or strategic worksheet to keep yourself focused. Ask questions like:
- What’s one thing I can improve this week?
- Where am I wasting time or energy?
- What bottlenecks are slowing me down?
- What would make this business easier to run?
- Act on It. Insight without action doesn’t lead to growth. Identify a clear next step at the end of each session—then follow through.
The Rhythm of Leadership
Some weeks, you’ll be deep in client delivery or project execution. That’s okay. But if every week turns into a race to keep up, you’re stuck in a reactive loop.
Building in even a small rhythm of proactive thinking shifts your mindset—and your business. You’ll find yourself making better decisions, spotting patterns, and creating systems that save you time and money.
Remember: Balance isn’t a destination. It’s a rhythm you return to. And the businesses that thrive are led by people who work on their growth as much as in their craft.