Being Your Own Boss Requires Guts

After 15 years working for companies large and small, I’ve gone into business for myself. Or, in the parlance of the new workplace, I’ve privatized.

I bought a fax machine that doubles as a copier. And I finally broke down and got a laptop and Internet access. I spend so much time on-line with my clients that my wife has dubbed me “Quasi-Modem.”

The virtual world is terrific, but it has its drawbacks.

I always fantasized about not rushing out of the house and into rush-hour traffic. And, indeed, it’s terrific. But it’s not the same listening to National Public Radio’s “Morning Edition” at my desk. It almost seems like cheating.

I also miss the “water cooler” talk - hearing about other people’s evenings, their views on last night’s movie of the week or on the new Michael Jordan commercial. But it’s not killing me.

Before making the move into a sole proprietorship, I read the lengthy series on “The Downsizing of America” that ran in The New York Times.

The lesson learned is that, if you have the stomach for it, it’s better to be the master of your own fate. Nice-sounding words, but we’re talking a strong stomach. Here are some examples.

Money: Let’s cut right to the bottom line. The toughest thing about not working for someone is that there is no steady paycheck. If you don’t work, you don’t eat.

The key is not to spend any time or energy worrying about where the next client is going to come from. That time and energy must be channeled into finding the next client.

Leisure: No more crossword puzzles at the office when the boss is off on a business trip. There is, in fact, not a lot of time for daytime leisure at all.

Juggling multiple clients (thank heavens!) demands enormous dedication and concentration. That means almost zero downtime, although I must admit to enjoying lunchtime naps on the couch more than I do unproductive business lunches.

Expenses: Speaking of business lunches, I now choose them with greater care because the cost comes out of my pocket rather than going on the corporate credit card.

The upside is that I’ve learned (and continue to learn) to maximize time spent with existing and potential clients. I also don’t throw away paper clips anymore.

Billing: Now I appreciate the panicked calls from vendors. And I feel guilty that I didn’t run down to accounting and expedite payment. I never gave 30, 60 or 90 days much thought. Now promptness is a major focus. Payment upon receipt. Thank you.

Relationships: It’s not easy to build a strong relationship with a client’s full-time employees, who tend to ask, “Just what is it that you do?”

The good news, however, is that when I make the effort to be friendly, it’s usually returned. It’s also a good strategic move because now that I know the people in accounting, my checks arrive faster.

Stress: Stress is the physical manifestation of anxiety, and as a sole prop I have plenty of each. But it’s my stress and anxiety. I’ve made it happen. I work through the problems and find the solutions. It’s mine and I love it.

Well, maybe I don’t love it, but I feel very proprietary about it. I’m the proud papa.

Government: I always considered myself sort of a “big picture” kind of guy. Now I recognize the beauty of incremental improvement - particularly when it comes to how government helps or hinders my enterprise.

Specifically, health care. Since Congress voted to make my health-care premiums tax-deductible, I’ve become a big fan of the new legislation.

There’s been much rhetoric lately (and there’s a lot more to come between now and November) about personal responsibility and how a job helps people understand, appreciate and strive to achieve it. As a self-privatized individual, I understand the concept of personal responsibility like never before.

It’s not that I haven’t always been responsible (ages 15 to 20 notwithstanding), but when you can take nothing for granted, you, well, become more responsible.

I don’t expect the government to rescue me if I fail and I certainly don’t want it between me and success. That’s a fair trade, one those opposed to ending welfare as we know it might do well to consider.

There’s so much being written about the decline of employee-employer loyalty. Times change. Ten years ago, being a consultant meant that you were between jobs. Now it really is a job.

Self-privatization brings with it many of the same benefits as the privatization of government services: less bureaucracy, greater efficiency, heightened customer service.

But while self-privatization doesn’t make government smaller, it certainly brings professional growth, personal satisfaction and daily challenges. That’s a nice triple play.

Interested? Think hard. Plan smart. Go for it.

xxxx