Been thinking lately about the value of knowing what's in your wheelhouse.
The received wisdom is to go with your strengths. Focus on what you do well and find a way to build with it.
And for our areas of weakness, to either improve our ability or outsource those functions.
This comes to mind when I read articles about adding printing to a frame shop. It's a smart move, but only for those with the right skill set. (Unless you have low standards. ha ha). I'm good at finding a mat to complement artwork, but I have a poor visual memory. Some spatial relations gaps, too. These, along with a lack of mechanical aptitude, (and low technical interest) make me someone who needs to outsource printing. Thankfully, we have a great printer in town.
Reading that might leave someone thinking, if you lack skill in those areas, then why are you in this business? I think it's because I work to my strengths. Make great connections with customers, create good, classic designs, and am adept at supporting our helpers. It's also a lifesaver being in partnership with a spouse whose skills fill the gaps. I'd be sunk without him, as he does books and joins frames. He'd be sunk without me, as I can design and keep a bunch of plates in the air. I read social situations and people, am a friendly team player, but lack a competitive streak and some strategic planning skills. He can't much read social stuff and lacks design ability, but is a good systems thinker. He's also not competitive, so we're good at working together. Our combined strengths and weaknesses mean we're capable of running our business in a certain way, and as long as that meets our needs, we're content. Our lack of competitive drive and obsessive focus means we'll never scale up, but that's not for us, anyway. Someone who thinks, 'Oh, but it is!' likely has those skills. And, as in the case of a few retired Grumble gems, has already used them to good results.
There's a difference between excuses and reasons. The former can prevent us from doing what we otherwise would.
The latter can help us know when something just 'is', and then we can work around it.
I'm curious as to how you've dealt with this balance in your business.
How has working to your strengths and supporting your weaknesses worked?
The received wisdom is to go with your strengths. Focus on what you do well and find a way to build with it.
And for our areas of weakness, to either improve our ability or outsource those functions.
This comes to mind when I read articles about adding printing to a frame shop. It's a smart move, but only for those with the right skill set. (Unless you have low standards. ha ha). I'm good at finding a mat to complement artwork, but I have a poor visual memory. Some spatial relations gaps, too. These, along with a lack of mechanical aptitude, (and low technical interest) make me someone who needs to outsource printing. Thankfully, we have a great printer in town.
Reading that might leave someone thinking, if you lack skill in those areas, then why are you in this business? I think it's because I work to my strengths. Make great connections with customers, create good, classic designs, and am adept at supporting our helpers. It's also a lifesaver being in partnership with a spouse whose skills fill the gaps. I'd be sunk without him, as he does books and joins frames. He'd be sunk without me, as I can design and keep a bunch of plates in the air. I read social situations and people, am a friendly team player, but lack a competitive streak and some strategic planning skills. He can't much read social stuff and lacks design ability, but is a good systems thinker. He's also not competitive, so we're good at working together. Our combined strengths and weaknesses mean we're capable of running our business in a certain way, and as long as that meets our needs, we're content. Our lack of competitive drive and obsessive focus means we'll never scale up, but that's not for us, anyway. Someone who thinks, 'Oh, but it is!' likely has those skills. And, as in the case of a few retired Grumble gems, has already used them to good results.
There's a difference between excuses and reasons. The former can prevent us from doing what we otherwise would.
The latter can help us know when something just 'is', and then we can work around it.
I'm curious as to how you've dealt with this balance in your business.
How has working to your strengths and supporting your weaknesses worked?