I love being an entrepreneur. There is something amazing about being in control of your own destiny and experiencing all the ups and downs of trying to turn your dreams into reality. I really dig it. But being a business owner is really hard, especially when it comes to managing two big issues: cash flow and employees.

When I meet with clients about how to improve their business, these two things are almost always their primary complaints. And usually I can help them deal with one of both of them.

BUT...I have to say, I'd rather much deal with their employees as a coach and trainer that I would as their employer! I hated being the boss and recently found an article on CNNMoney.com (Message to Entrepreneurs: Get Tough)  that summed up my biggest fear of dealing with my own staff. Firing them.

From the article:
"Employees. If you go into management, you must be willing and able to hold people responsible for their work. This can include having uncomfortable conversations about poor performance, personal hygiene and inappropriate relationships.

It also includes "unhiring" the unwilling or unable. I had an employee in her late fifties who had worked for me for more than 10 years. We eliminated her department and tried to retrain her in two others. But after a year of counseling and moving her around, my manager concluded that there was no hope for success. We fired her together.

She cried, she screamed, she prayed. My manager was in his late twenties, and this was a defining moment for him. I felt awful for her and proud of him."

Click here to read the whole article.

What I have learned about dealing with employees - especially recently - and all of business is that you have to stand up for yourself. Spa owners and those who operate similar types of business tend to operate out of a desire to help others, often forgetting to take care of their own basic needs and those of their businesses. Things don't work this way for long and will eventually drain your energy and cash flow.

I am here to encourage you to "get tough" by making your needs and the needs of your overall operations a priority. Decide what is important and/or what has to happen to make your company profitable and successful - and make you happy. Then take decisive steps toward communicating these goals and defining the steps that will help to get you there.

I'm proud of you for just thinking about it!