Deciding Isn’t Doing: Why Business Owners Need to Act, Not Just Plan

This well-known riddle may sound light-hearted, but it hits home for many small business owners, especially those beginning to think about their eventual exit. In the UK’s small business sector, countless owners make the decision to prepare their business for sale—yet fail to follow through with meaningful action. And, like the frogs, they remain stuck in the same place.

In today’s uncertain environment—marked by market volatility, changing consumer behaviour, and tightening financial conditions—the gap between intention and implementation has never been more critical. Deciding to prepare your business for exit is a good first step. But unless that decision is followed by deliberate, focused action, it won’t move you or your business any closer to a successful transition.

The Decision to Sell vs. the Discipline to Prepare

Many business owners reach a point where they know they want to sell. They may be feeling the weight of years of long hours, nearing retirement, or simply ready for a new chapter. They make a mental commitment to "get the business ready for sale."

But then… the day-to-day takes over. Staff issues, client demands, supply chain pressures—all of it seems more urgent than the vague idea of an exit that's still two or three years away. As time passes, the decision sits quietly on the shelf, gathering dust.

The consequence? The business isn’t improving in the areas buyers care about. And when the time finally comes—whether by choice or necessity—the business may not be ready. Opportunities are missed, valuations fall short, and owners find themselves stuck with limited options.

The Real Challenges of Acting on Exit Decisions

There are several reasons UK business owners struggle to act on their exit plans, even when they’ve made the conscious decision to sell:

1. Unclear Roadmap

Exit planning can feel overwhelming. Should you start with succession planning, financial forecasting, system upgrades, or team structure? Without a clear sequence of priorities, many owners simply put it off.

2. No Accountability

Running your own business often means answering to no one. That freedom is part of the appeal—but it can also be a trap. With no external accountability, decisions made in good faith often drift into the background.

3. Emotional Attachment

Exiting a business is not just a financial transaction—it’s an emotional journey. As well as filling each day, being a business owner conveys a sense of status and purpose. Fear of losing that purpose can unwittingly affect how committed Owners are to making tough changes, especially those that involve reducing dependency on themselves or redefining team roles.

4. Time Constraints

Even the most committed business owner is pulled in a dozen directions. When exit planning isn’t tied to immediate revenue, it tends to fall to the bottom of the to-do list.

The Role of an Independent Consultant: Turning Intent into Impact

This is where the value of an independent management consultant becomes clear. They bring structure, clarity, and accountability to the process—helping business owners bridge the gap between decision and action.

Here’s how they do it:

• Creating a Strategic Roadmap

A good consultant doesn’t overwhelm with complexity—they simplify. They assess the current state of the business, and work to understand the owner’s goals. They encourage the owner to map out a tailored, step-by-step plan to get the business ready for sale. This will include strengthening financial reporting, improving operational systems, developing a leadership team, and enhancing value drivers.

• Providing External Accountability

Just like a personal trainer holds clients to their fitness goals, a consultant holds business owners accountable to the commitments they’ve made. Regular check-ins, progress tracking, and honest feedback ensure momentum is maintained.

• Objectivity in Emotional Decisions

An independent advisor isn’t emotionally invested in the business in the same way the owner is. This allows them to bring a fresh, unbiased perspective—crucial when difficult decisions need to be made, such as redefining roles, letting go of underperforming assets, or preparing for leadership transitions.

• Reducing Risk for the Owner

Independent advisors such as hgkc work regularly with trusted accountants, lawyers, and brokers. An introduction will reduce the risk, and the time required research, short-list and choose their advisors. This doesn’t take away their right to make an independent choice, but helps the owner to focus on running the business while still making steady progress toward the exit.

Building Momentum While There's Still Time

The most successful exits aren’t rushed. They’re the product of careful preparation, built up over time through consistent action. Whether the plan is to sell in three, five, or ten years, the process needs to start now.

Because waiting until you have to sell often means selling under pressure—with less control, lower valuations, and fewer options.

Conclusion: Jump Off the Log

Making the decision to sell a business is a pivotal moment—but it’s only the first step. Without action, it’s just another intention that never moves forward. Like the frogs on the log, the business remains in place—potential untapped, value unrealised.

An independent management consultant like hgkc can be the difference between standing still and moving forward. We don’t just offer advice—we drive outcomes, turning decisions into deliverables and aspirations into achievements.

For UK small business owners serious about building a business that’s ready to sell—and ready to thrive in someone else’s hands—the time to act is now.

Photo: walter-brunner-DT6jKPfQznM-unsplash