Many coaches dream of owning their own sports facilities. After all, as the boss, you make all the rules and run things exactly the way you want.
But no one daydreams about working on accounting spreadsheets long into the night, haggling with vendors, making sure the facility is clean, or many of the other necessary operational tasks that, in reality, leave little time for coaching.
A coach’s focus is developing athletes. An owner’s focus has to be the company’s bottom line and big picture. Many owners make the mistake of thinking that they can, or should, spend much of their time on the field with their clients. Unfortunately, that’s no way to grow a business.
The sports facility industry is a competitive one. If you want to survive, much less stay on top, you have to constantly improve overall strategies and operations. It’s tough to justify spending time away from those essential endeavors. As the leader of the company, you still set the tone, the values, and the programming of your facility – but you don’t have to physically lead a class or coach a team to do that.
If you’re still getting lured into running classes, or if it’s important to you to keep your hand in coaching, make sure to delegate other tasks on the administrative end to compensate; hire an affordable bookkeeper or marketing company, or find a staff member you trust to manage other parts of the business end of your facility.
However, the only way for your business to grow quickly is for you to hire and develop other coaches who share your values, and for them to take over for you as quickly as possible, leaving you to concentrate on the company as a whole.
If your company is based on personal clients who come to your facility solely to learn from you, it may be necessary to both coach and operate your business. But as long as you’re attached to the company this way, it won’t survive without you: that means few personal vacations, no additional locations, and limiting yourself to your hourly rate.
Your time is your most valuable resource. Take a moment to evaluate how you much of it you spend each week on tasks you can delegate, and develop a plan – with deadlines – to delegate them. Your company will grow as a result.