The Counterintuitive Way to Save Your Struggling Business

You know what happened to me about three years ago? Cloud Business Services was going through one of those periods where everything felt like it was on fire at once. A major client had just left, cash flow was tight, and I found myself thinking, "Well, I guess I'll just handle everything myself until we get back on track."

Sound familiar?

Here's the thing – when your business hits a rough patch, your brain immediately goes into survival mode. You think, "I'll just take on all the extra work, handle every client issue personally, and somehow single-handedly save my company." I mean, that's what good business owners do, right?

Wrong. So very wrong.

I learned this lesson the hard way when I started saying yes to every opportunity and taking on every task during that challenging period. A potential marketing partnership? Sure, I can handle that myself. New client onboarding? I'll do it personally. Extra training for the team? I'll create and deliver it all! Before I knew it, I was working 70-hour weeks and the strategic work that actually moves the business forward was getting pushed aside.

You know what? My team noticed. My family noticed. And eventually, my business growth stalled because I was too busy being busy.

So how do you balance protecting your business without completely losing yourself in the process?

Get Clear on What Actually Moves the Needle

I've learned to ask myself the tough questions before taking on new initiatives:

"What exactly am I trying to accomplish here?" "How will this actually impact my bottom line?" "What will I have to stop doing to make room for this?" "Is this the best use of my time as the business owner?"

Last month, I was approached about a speaking opportunity that seemed like great exposure. Instead of just saying yes, I asked these questions and realized it would require 20 hours of prep time during our busiest month-end period. The "great opportunity" suddenly didn't look so great when I considered the real cost.

The Strategic No That Protects Your Business

This one's brutal because saying no to potential revenue or opportunities when your business is struggling feels... well, it feels like business suicide. But here's what I've learned: sometimes the most strategic thing you can do is protect your core operations.

When a potential client wanted our services but also wanted me to personally handle their social media, I had to say: "I really appreciate your interest in working with us, but if I take on the social media piece personally, it's going to pull me away from the strategic work that keeps this business growing, and ultimately that won't serve you well either."

Was it scary to potentially lose that client? Absolutely. But you know what happened? They respected the boundary, we found them a great social media partner, and they became one of our best long-term clients because we stayed focused on what we do best.

Protecting Your CEO Time (Even When Every Fire Feels Urgent)

Here's where I really had to get comfortable with disappointing people. I started blocking time on my calendar for actual business development work – not client calls, not "quick questions," but real strategic thinking time.

I also got ruthless about what required my personal attention. Does this client really need me specifically, or can Sandra handle it? Most of the time, my team was more capable than I was giving them credit for.

But here's the key – I started communicating my availability proactively. Every Monday, I'd send my team a quick note: "This week I'm focusing on strategic planning Tuesday and Wednesday morning, available for urgent client issues only. Thursday afternoon is open for team meetings and questions."

You know what happened? Instead of chaos, my team stepped up. They made more decisions independently, came more prepared when they did need my input, and honestly, the business ran more smoothly because I wasn't micromanaging everything.

The thing is, when your business is struggling, stepping back feels irresponsible. It feels like you're abandoning your company when you should be fighting for every dollar. But I've learned that being involved in every detail doesn't actually help your business – it just creates a bottleneck that slows everything down.

Your business needs you thinking strategically, not drowning in day-to-day tasks. Sometimes the most responsible thing you can do as a business owner is set boundaries that keep you focused on what only you can do.

At Cloud Business Services, this shift in thinking has been game-changing. When I stopped trying to do everything myself and started focusing on the work that only the CEO should be doing, our revenue grew, our team became more confident, and honestly, I became a better leader.

I'm curious – what's the hardest thing for you to delegate when your business is under pressure? The client relationships? The financial decisions? I'd love to hear what you're struggling to let go of.

Until next time,