The Passing Lane: Passing the Competition Online by Marnie Perhson

Issue #7 Monday, October 26,1998

About the Author:

Marnie Perhson
Marnie Pehrson, founder of C.E.S. Business Consultants and the
International Association of Computer Professionals, develops products that help computer professionals market and manage their businesses.

She is author of
How to Run a Successful Computer Training Business,

How to Get & Keep Customers for Your Computer-based Business

Keeping Your Sanity in a Home Business.

Marnie also develops business plans, marketing strategies, financial projections, & proposals for Internet projects. Her plans and strategies have garnered clients an average of $100,000 each in seed capital.

Marnie lives on a Georgia farm with her husband and their six children.

C.E.S. Business Consultants
Ringgold, Georgia
TEL: 706-866-2295

Strategies for Successful Site Management

One of the top reasons for Web site failure all too often is poor management. Did you know that just because you're the father or mother of a great Web idea, it doesn't necessarily qualify you as the best manager of that idea? Sure, sometimes it can, but often it doesn´t. Consider the following:

The person who comes up with a great new Internet concept is often blinded by their devotion to their idea. They can begin to act like elephants trying to turn on a dime. The Internet changes rapidly. If you are too locked into one idea, you may not adjust to the market fast enough. If you hang on too long, you may be the proverbial captain who goes down with the ship. A good manager who holds no emotional investment in the idea may be able to see more clearly.

The opposite can also be true. Many visionary people jump from one idea to the next. They may not stay focused long enough to guide a project to completion. I've seen this type of manager continually change projects mid-stream until, hundreds of thousands of dollars later, they still have nothing substantial. This type of people needs a solid vision to guide the project through to completion.

People who have big ideas often have big egos. They want to control every piece of the project. They may be unwilling to delegate. By the way, delegating is more than just getting other people to do the work you don't want to do--it's delegating decision power as well. For example, if a manager lacks technical expertise s/he shouldn't try to make the technical decisions. Sure, s/he might like to be involved in the big decisions, but they should surround themselves with good technical people and then trust their input and decisions.

A good site manager also needs to know how to budget and appropriate funds. An extremely common mistake is to go over-budget on site development and programming and then have nothing left for marketing and promoting the site. The greatest site in the world is worth little if no one knows about it. A wise manager will put a smart, honest financial expert in charge of the purse strings.

In summary, a good Web site manager would have the following characteristics:

  • They can stay focused, yet are willing to make necessary modifications to plans when the market demands.
  • They can locate and hire good people to complete the project.
  • They can delegate tasks and decision-making power to the capable people they have hired.
  • They know how to budget and appropriate funds so that there is enough left for marketing and promotion.

I might add one more characteristic of a good manager: s/he praises his/her people. They let them know when they've done a good job. But, there's more to just praising people. When you trust them to do their jobs and are willing to delegate appropriate decision-making power, you show people that you truly value them and their work. Actions speak louder than words.

Text Copyright © 1998, Marnie Pehrson. Part of the original Sideroad.
The new Sideroad is now receiving traffic at