Ask the CFO 10/21/25: The Real Cost of Doing It All Yourself

Every month in Ask the CFO, I like to pull back the curtain on what’s really happening behind the numbers. Not the polished version we present in board meetings or end-of-year reports — but the real, everyday decisions that shape a company’s direction. Running a business isn’t just about spreadsheets and forecasts; it’s about how you spend your time, where you focus your energy, and what trade-offs you’re willing to make along the way.

What I’ve noticed lately — across clients in different industries and stages — is that the biggest challenges aren’t technical. They’re practical. They come down to time, intention, and self-awareness. Too many owners are buried in work that keeps the lights on but blocks the view forward. So this month, I decided to steer the conversation toward three areas that keep coming up again and again in my work — all tied to one goal: running the business instead of letting it run you.

1. Buy Back Your Time

I’ve been revisiting Buy Back Your Time by Dan Martell, and the core message has really stuck with me: don’t do anything you can pay someone less than your hourly rate to do. It sounds simple, but most owners still spend hours on payroll, bookkeeping, or compliance because it feels “easy.” It’s easy until it’s not. One small mistake and suddenly you’ve lost 40 hours fixing it.

When you offload the tasks that drain you, you buy back your capacity for leadership and strategy — the things that only you can do. It’s not about avoiding hard work; it’s about spending your time on the right work.

2. Get Intentional About Strategy

A lot of businesses are strong operators but weak planners. They’re running fast without a real roadmap. I’ve been using parts of the Traction and EOS frameworks with clients — not because I’m a purist, but because they give structure to the big questions: What are your core values? What kind of growth do you want? Where do your profits come from?

Many companies rely heavily on referrals and repeat business, which works—until one client leaves. Then you’re exposed. A clear strategy helps you build on purpose instead of by accident. It connects your financial goals to how you market, sell, and staff your business, so you’re not constantly reacting to what happens next.

3. Know Where You’re Wired to Win

The third topic I’ve been exploring is Patrick Lencioni’s Six Types of Working Genius. I’ve done just about every leadership assessment out there, but this one stood out. It helps you identify what energizes you and what drains you. My own “geniuses” are Galvanizing and Discernment — I love leading people and making judgment calls. What wears me down is repetitive, detail-heavy work. And that’s fine. The goal isn’t to fix your weaknesses; it’s to build a team that complements them.

Not every founder is a visionary, and not every CFO thrives on spreadsheets. When you know where you’re wired to win, you stop fighting yourself and start building support around your strengths.

At the end of the day, the formula is simple: stop doing the work that drags you down, plan with intention, and surround yourself with people who make you better. That’s how you grow a business that works for your goals — and your life.

We’ll keep unpacking this next month during Ask the CFO. It happens on the first and third Tuesday of every month, and it’s an open conversation for owners who want real answers, not jargon. Bring your questions, bring a friend, and let’s talk about what’s really driving your business forward.

Join the next session here → www.impactcfo.net/ask