Being “Solo” Only Works For a While

Are you a solo business practice owner (physician, dentist, chiropractor, attorney, accountant, auto technician, etc.)?

If so, you may have Solo Professional Syndrome. No, of course that’s not a real name for an illness. It’s just how I refer to the situation where you are doing all the work yourself and can’t grow the business or find time to work On the business instead of In the business.

You’ve done everything possible to streamline operations, maximize revenue and increase margins. You may have even outsourced marketing, accounting and payroll to give yourself a few precious extra hours every month. You have proven that you can be successful going it alone. However, you find yourself wondering, “Isn’t there a better way?”

Think about it. You are responsible for every dollar of revenue generated by your business. If you are absent, no revenue comes in. If you are disabled or worse, your practice likely will shut down and you will lose all the value that you have created over your years in the business. Why? Because you have no successor in place.

What if I told you that there is a way to increase your current income without doing all the work yourself? And, at the same time, you would then have time to step back and work On the business instead of In it, reduce your financial risk when you are absent, protect the value that you have created in your practice and provide yourself with a succession plan. Would that interest you?

You may be thinking right now, “Why don’t I just add an associate? That’s what Suzy did on the other side of the city.” That can work….but there are pitfalls that need to be headed off before doing that.

Where will he/she work? Where will I find clients/patients for him/her? I don’t want to eat their salary until their book fills up. How can I be sure he/she won’ t leave after getting all trained up and end up being my competitor? Ugh…I think I will just stick to the problems I already have.

That is an understandable conclusion. But it would be wrong. Let’s get a little creative and figure out how to do it right and provide those benefits mentioned above.

You are right to be concerned about having enough patients/clients to keep the changes from costing you a lot of money. It’s really not reasonable to expect the associate to fill their own book of business. You are hiring them to produce revenue, not make sales calls.

So, to combat those issues, the method I am suggesting is to acquire another solo practice. Preferably, it would be one that is geographically nearby so you can fold it into your existing practice. This will give you a very good chance of keeping that new associate busy.

If this has your interest piqued, let’s discuss where to start.

First and most importantly, you need to make sure that you, personally, are ready to lead another professional. How are your supervisory skills? Do you explain things in a manner that someone else can easily pick them up? Perhaps you need some training. Go and get it!

Second, assess your financial situation. How much cash do you have on-hand? How much can you afford to spend on another business? Talk to your banker about loans, if necessary. Check with your accountant with respect to tax issues. Talk to your attorney about the employment document that codifies a compensation plan that we will cover in just a moment.

Third, start looking for acquisition targets. This may take some time. There aren’t always businesses for sale. Take your time and get it right. This is the beginning of your exit strategy and intended to give you more near-term freedom and strategic thinking time (working On the business).

OK, so getting the acquisition done will take care of the near-term revenue growth and work/life/time balance issues. It does not, however, address how to extract the value you have created in your practice when you decide to retire.

If you hire the right associate, he/she will also be a part of that solution. A really good associate will, most likely, want to own their own business one day. You should make sure it is your business that they acquire to make that dream a reality. Build a compensation plan for them that rewards performance with equity in the business.

As part of that compensation program, you make it clear that there is a specific process for him/her to succeed you when you decide to retire. In fact, it should be documented that they must succeed you and buy the practice. Failure to actually purchase the business from you at the agreed upon time will cause them to forfeit the performance rewards. That is how you will extract the value you have created. It is virtually guaranteed.

It will take some extra work up front and test your coping skills during the early months after the transition. But if you hire the right person and set your business and compensation plan up the right way, you will reap the benefits.

A New Tax System

OK, I know this blog is about business.  But the issue of income taxes and the behavior our friends at the IRS impacts your business, my business and the business of our personal lives.  So, here are my thoughts…..

One evening recently, I was about to fall asleep when I awoke instantly wide awake with a new federal income tax structure.  As you read this, please bear in mind that it’s a framework.  The details of which I will leave to more talented bean counters than me.

What was rattling around in my head was something that I truly believe can make a huge impact on our government, our freedoms and our economy.   I propose a TRUE flat tax (not a FAIR tax as some are proposing.  I will let you research the differences).  Before you run away screaming, walk along with me for a bit as I summarize the framework.

Individual Income Taxes – We would all pay a certain % of our gross income.  No deductions (why should the g0vernment tell us that home ownership is better than renting, for example.  The renters get screwed).  We could eliminate the individual tax division of the IRS (or whatever it is called) and replace it with a much smaller,  computer-driven group that verifies our income as reported on our 1/2 page tax return.  The only reason for a return, at all, is to pay taxes on our passive income (our employers will withhold and pay taxes on our earned income).  Now, there is a place for debating an income floor for the truly poor.  However, even if someone can only pay $10 because of low income, they should.

This model would keep the rich from sheltering income and have the low income individuals pay at least a little.  Plus, the government would save $billions with the smaller IRS (yes, the current employees would have to look for jobs, but a lot of us have survived that in our lives, including me).

Organization Net Income Taxes – You will note here, that I used the term “organization” instead of “business.”  I will explain in a moment.  Each organization will pay a certain % on the net income of the entity (similar to today).  The difference is that there will be no such thing as a tax-exempt entity.  They have to pay taxes on their NET, too.  Before all the charities have a fit, take a breath and read on.  Charities are supposed to give away their funds (after operating costs), right?  So give it away like you are supposed to.  If your expenses and “giveaways” equal your income (donations), you pay no taxes.  If, as some supposed-charities do, you hoard funds, you pay income taxes on the remaining “net income.”  This includes churches, synagogues and mosques,  too.  As a man of faith, I struggled with this, but I want my church to be missional (which we very much are) and spend on community outreach.  We give offerings to our church to be spent, not kept.  Here is the incentive to do so (in case one is needed)!

This set-up will also obviate the division of the IRS that is causing all the wailing and gnashing of teeth.  There will be no reason for any group to need tax-exempt status, so there won’t be any politically motivated abuse of those applying for it.  How much $$ will that save tax payers?

To monitor this type of entity, the IRS business division would be replaced by the department of organization taxation (or something of that nature).  Admittedly, this division might be larger than  the current similar IRS division because of the broader base.  However, I am hoping that the flat-tax environment will be simpler to enforce and make it no larger, at a minimum.

Naturally, the status quo in congress and all the tax attorneys will scoff (they will need new jobs as a result).  “You can’t do this and we have to be able to deduct that.” ….Open your minds, you fossils!   Will someone likely pay more taxes than they do now?  Of course.   But, we have to make some serious changes in this country.  We are in debt, as a nation, way over our heads and the economy is still fragile.  The tax code seems like the logical place to start (with more restructuring to follow).

What I propose is simpler, which is pretty much always better and cheaper.  It puts the rich and  poor under the same rules (special interests have no footing without deductions), which creates a more cohesive country as opposed to our currently polarized country.     We are the UNITED States of America.  Let’s set up the tax rules to encourage that.

What Does Your Business Stand For

Most business owners/executives are rightly concerned about the customers’ perception of their business.  They work very hard at trying to manage that perception through their marketing program.  The really successful ones have a very clear vision of what their business is about and what it stands for.  From there, they make sure that all communication and customer interaction reflects that vision.  Now, being human, mistakes are made in this endeavor.  The key is to get back on track immediately.

In order to do this in your business, answer this one question:  “What do you stand for?”  Sounds simple, doesn’t it?  It really takes a lot of self examination, especially for a leader of a small business like me.  This is because every step you take has a direct reflection on you.  Plus, if you actually stand for something, there may be potential customers that aren’t comfortable with that and decide not to patronize your business.  It’s tough self-love and can be risky, but critical to identifying what your business stands for.

When I purchased my auto repair business two years ago, I thought long and hard about the experience I wanted to provide for our clients with respect to what I wanted our image to be; what I personally stood for.  Believing firmly that God put me in this place at this time, I believed that the business was my opportunity to do His work through this business.  I made that clear by putting the Christian Fish symbol on our company’s sign and a reference to my faith on our business cards.

Clearly, there will be people that don’t come to our shop because they don’t believe what I believe.  So be it.  That’s their right.  I can look in the mirror and know that we stand for something good and right AND our clients know that.  That gives us a baseline from which to operate and makes it clear What We Stand For.