Last month, I discussed the importance of shifting your mindset from that of an owner to an operator to help ensure the long-term success, scalability and commercial viability of the business that you’ve worked so hard to build. We’ll continue to explore that concept in this column.
As you know better than anyone, most tire dealers wear a dozen hats: salesperson, manager, fire extinguisher-in-chief, etc. It’s how many businesses start. But eventually, that model stops scaling. If every major decision still runs through you, it’s time to ask yourself a hard question: are you running a business or just owning a job?
The best tire dealers don’t just run a shop. They build organizations that can operate, grow and thrive without them. They lead instead of run. And the most successful transitions — from growth to exit — begin when the owner starts pulling themselves out of the day-to-day.
You’ve heard the phrase, “Work on the business — not in it.” This isn’t a new concept. And it’s never been more important.
When your business depends entirely on you to make it go, you are the bottleneck. You limit its growth, its value and its potential.
Enter systems like EOS — which stands for Entrepreneurial Operating System — popularized by Gino Wickman’s book, “Traction.” EOS provides a structured, actionable framework for leaders to delegate, document and define roles — creating clear accountability and empowering a leadership team to drive the business forward.
You don’t have to implement EOS exactly as prescribed or at all, but every growth-minded tire dealership should have some kind of structured leadership and accountability system in place. My family’s auto service business implemented EOS with success. I’m a believer in picking one system — any system — and abiding by that methodology. Build with a purpose and ensure every step you take is a step toward your ultimate goal.
One of the most overlooked aspects of building a scalable business is the customer experience. And today, your customers aren’t comparing you to the tire dealership down the street.
They’re comparing you to Amazon, DoorDash and Apple — stiff competition, to say the least.
Convenience, communication, transparency and trust are no longer “nice-to-haves.” Today, they’re table stakes. If your team isn’t trained, empowered and expected to deliver an experience that feels modern, easy and reliable, you’ll get left behind — regardless of how strong your technical work may be.
As an owner, your job isn’t to take every call or solve every problem. Your job is to build a business and a team that solves those problems consistently, whether you’re there or not.
If you ever intend to sell your business — or simply want the option to — here’s something to remember: buyers don’t want to buy your job. They want to buy a functioning, transferable operation with systems, talent and leadership in place.
The more your business runs without you, the more valuable it becomes. Why? Because it lowers risk for the buyer, increases scalability and makes integration smoother. A buyer can plug in and go, regardless of what beach you hit once you sail off into retirement. On the flip side, if your business can’t run without you, buyers see red flags.
Here are some tips:
- Start documenting. Write down processes. Even having some basic standard operating procedures in place will go a long way.
- Hire and trust leaders. Bring in people who can take responsibility and let them. Bonus points if you can hire great talent and promote from within.
- Create accountability. Whether you use EOS or another system, define who owns what and how success is measured.
- Schedule your exits. Take time off, delegate projects and see what breaks, then fix it before the stakes get too high.
- Listen like a CEO. Talk to your team, customers and advisors. Your job is no longer to “do” — it’s to improve.
- Learn from those who have gotten where you’d like to go. Do you know of any CEOs out there who have built a dream business and are living your dream life? Talk to them! Peer groups and mentors are a game-changer who can help get you where you want to go much more quickly.
Whether your goal is to sell your business in five years or just work a little less this summer, building a business that doesn’t rely on you is the single greatest gift you can give yourself and your team. After all, a business is worth a whole lot more than a job.
