By Simon Honeywood, Readysalted
Running a business can be a lonely job. Nobody mentions that at the start.
The advice you’ll hear everywhere is to bring in outside support. Know your weaknesses, build a network, don’t try to do it all yourself. It’s good advice. What’s discussed far less often is how you tell good outside support from bad, and what it costs when you get it wrong.
This is a personal one for me.
The weakness worth admitting
Like most people, I’m guilty of being too busy at times and having that genuine, “this is holding the business back” sense of guilt, even when business is flying. There have been long stretches where I haven’t had the headspace to think strategically because the day job kept winning. Every time I’ve forced myself to step back, whether that’s a proper strategic session, looking out of the window on a train or simply taking some time to recharge, it has paid off. Every time, I’ve kicked myself for not doing it sooner. Hindsight is a wonderful thing. It’s just never available when you actually need it. Annoying…
The mistakes that taught me most
Alongside the good decisions, I’ve put my trust in people who claimed expertise they couldn’t back up. Literally.
When someone is charging four figures a month and consistently underdelivering, the moment the penny finally drops is a horrible one. It made me question my own judgement and feel pretty stupid. Perhaps that’s the risk of always looking for the best in people. Looking back, the warning signs were there. The clearest one was the absence of data. No reports, no dashboards, no way to measure what was actually being delivered. Just reassurance, delivered confidently, month after month When you ask for evidence and receive a conversation instead, that’s the moment to pay attention.
What I’d look for now
Speak to more than one person. A single conversation gives you nothing to compare against. Do they take time to understand your business or do they arrive with the answer already prepared? The good ones ask questions that make you think. The rest have a solution looking for a problem. Get it in writing. A consultant who is confident in their work will welcome that. One who deflects is telling you something. Be wary of anyone who never says, “That’s not my area.” Nobody is good at everything. The willingness to admit that is usually a sign of someone who knows what they’re doing.
Use your network
This is the part I’d emphasise most. Through the Entrepreneurs’ Forum, I’ve met business owners I can grab a coffee with and get a straight answer from. That network has shaped my business more than any single supplier ever has. Before you commit to anyone, ask around. The North East is small enough that reputation travels, and people will tell you the truth if you ask them properly.
Finally, don’t be afraid to be upfront about how much support you actually need. Don’t let someone dictate a package or level of support that doesn’t feel right for your business.
The right outside support should make you feel more in control of your business, not less.
readysalted.co.uk