My company is just me. And that’s by design. I do not intend to hire employees and I purposefully keep my fees and client volume low. I view it as a complete success, but given the common perception of “business success,” I often wonder if others would agree…
You may have heard of the Great Resignation — the short time post-Covid when workers revolted against “the man” and quit their corporate jobs en masse. Many made the decision based on financial sense — the cost-benefit analysis of child care, for example. Many others decided to invest in themselves, choosing the risk of entrepreneurship over the safety of working for someone else. In fact, data shows a 40 percent rise in new business applications in 2022.
From the Economic Policy Institute.
We must assume many of these startup CEOs have dreams of building their businesses to outcompete their previous employers, building large companies and super wealth. However, many people are looking for a different kind of success — not defined by profit or market share.
Folks like these are searching for something more meaningful. Some are looking for better work-life balance. Some are looking to pursue their passion. Some are mission-driven, primarily looking to make a positive impact on the world above all else. All of these can be considered alternate measures of success utilized by an intentional business strategy I call “Growing Small.”
Unfortunately, these successes are not celebrated enough. While small businesses are lauded as the backbone of the American economy, the perception of “business success” typically involves incredible years of growth — revenue, profit, market share, job growth, etc. It’s all about getting larger, giving the impression that a company can be considered successful only when it’s big! But for many entrepreneurs and their companies, success is defined by measures that are more difficult to quantify: personal autonomy, engaged employees, high-quality services or products, dedicated clients, and commitment to green operations, to name just a few.
The Growing Small principle, however, does not preclude financial success, but it requires an intentional decision to keep a company limited in size, which inherently, most likely, limits financial growth. The decision to “grow small” can begin as a startup or evolve within an existing company — although most often downsizing is a forced, financial decision resulting from some sort of failure.
For me, growing small was a decision that resulted from two things: being driven by mission, and escaping the corporate rat race.
Five years ago, I left a middle management position at a medium-sized international design firm. I regularly worked more than 45 hours per week (which was nothing compared to many of my coworkers); traveled most weeks — sometimes internationally, rarely leaving conference rooms and generic hotels; and felt constant stress and pressure to perform better and faster, work longer hours, and continue to grow the business more, more, more. We were told to decline any project inquiries under a specific size. We were told zoos, and especially small zoos, were not priorities. But I had a nice benefits package, including a very comfy salary and annual bonus alongside 401(k) matching. Yet, I felt I was selling my soul.
Then came my “a-ha!” moment. I realized that the projects that made me feel the most satisfied were the ones we were told not to pursue — the small clients and least profitable services (master planning and concept design). I concluded that while I had no desire to run my own full-service design firm, taking on liability for construction drawings and overseeing construction on site, I knew I could provide specific services that clients want and need, and without a bloated team and overhead costs, I could provide those services for far less money. I also felt that I needed to stand up for the little guys who were being intentionally ignored and rejected by large firms. Moreso, I realized that I valued this mission (to help make the world a better place using the very specific talents I have) over the financial benefits of a more traditional profit-driven design firm. Thus, Felis Consulting was born.
Felis Consulting measures success simply by the number of clients to whom we’ve provided services. My company’s mission is “to provide design and strategy expertise to all small zoological institutions to help them envision and achieve their unique version of sustainable success.” This means the more clients I work with, the more widely expertise is shared. Repeat clients are awesome from a business perspective — recurring revenue is always helpful — but in terms of measuring impact, the number of clients is more impactful. And because of this measure, Felis Consulting intentionally keeps fees low enough to be accessible to as many small clients as possible. Low fees equals low revenues equals low overhead equals a small company.
Not all businesses are growing small. Growing small is a strategy, not an unintentional outcome. Growing small is different than choosing to work less, like many who have left corporate America for freelance work. Growing small is a long-term plan, not a temporary stopgap.
What’s special to me is that many of my small zoo clients illustrate the Growing Small strategy best. At public engagement events, its common to hear that these small zoos are valued for being just that: providing an intimate, friendly experience that makes visiting the zoo an approachable and often affordable proposition as compared to their big, nationally known cousins. Many small zoos are successful simply because they are not trying to be bigger than what they are. They’d like to do what they are doing better. They’d like to make a bigger impact on conservation, or engage visitors more effectively, or provide more enriching environments for their animals. Yes, they need bigger revenues to do so, but ultimately, they aren’t trying to grow to become a San Diego Zoo, Bronx Zoo, or Lincoln Park Zoo. They are trying to be the best version of themselves as proud small facilities. We’re all growing small together.
I recently read a nice article outlining a few others who are embracing the Growing Small strategy. One of the founders referenced the book Rework with the following quote: “Small isn’t a steppingstone. Small is a great destination in itself.” I couldn’t agree more.
How do you feel about Growing Small as an alternate measure of success? Is your organization Growing Small? Why did you make that decision? Share your stories in the comments below.
