I read a great article today in one of the nationals (a printed version no less!) about an ingenious set of challenges for the writers? soon-to-be teenage son.  He wanted more independence, more money, and more freedom – things that if approached responsibly, with understanding of actions and consequences, would allow natural growth to the next stage of his life – a rite of passage.

It got me thinking.  Wikipedia?s definition of a rite of passage is a ?ritual event that marks a person’s progress from one status to another?.  Can the same be applied to a business?  Is there a defining moment when your business takes a step towards another stage in its life?  I think so, and I think that you can take positive steps to get there, beyond the ?bank manager? style business plan of projections and forecasts.

If you run your own business it can be hard to step away from it, and look not only at where you are going with it, but how you are going to get there.  At key times in your business you need to say goodbye to how it was, and embrace its next age.  Think of these times as a rite of passage.  Why not create your own set of challenges, which will take your business to the next level.

Arnold Van Gennep (in his book The Rites of Passage) described how rites of passage have three phases: separation, transition, and reincorporation.  Perhaps you can use these to help understand what you need to do to help your business move towards where you want it to be.  In this blog we?ll look at some ideas for separation.

Separation challenges – aka delegation.

1. I will appoint a member of staff responsibility for a business function – finance, sales, or marketing for example – something which you?ve always insisted only you can do for your business.
2. I will then focus my energy on other, critical areas of the business which make a real difference to its growth and development.  It will allow staff to take ownership, feel motivated and develop their skills which will impact the business positively.
3. Reporting – I will hold a weekly update meeting with staff to stay on top of things, but not interfere in everything.
4. I will allow and positively encourage staff members to come up with new ideas about the business.  New ideas can improve processes or sales, and the business ultimately.  I will not think of these ideas as a critique of me; empowerment will encourage positive input and is great for team morale.
5. I will appoint 1 specific day each month to focus on a key area of business development.  I will not look at emails, take phone calls, or find excuses not to allow this time.  I will then ensure that as a result of this time, new ideas are discussed with staff / management, reviewed and implemented.  Without this, growth and improvement will be stifled. With it, real improvement and business growth can happen.