If I owned American Family

By David Mann, quality assurance specialist

I approach my job with an owner’s mentality. That is, I try to think and make decisions as if I were the owner of the company. If it were my money at stake, how would I spend it?

Having an owner’s mentality leads me to think in terms of “needs” versus “wants.” Do I need to put four pages in a mailing, or could I print double-sided and reduce it to two pages, possibly saving postage?

I try to apply the need/want question to every decision I make. Do I need to purchase a specific supply, or could I make due with the supplies already on hand?

I also think of the cost associated with every decision, even for seemingly minor purchases. For example, ordering a box of special pens. If it only costs $10, why not just place the order?

But, as an owner, I also ask, “Do I need or just want that box of special pens?” Answering that question correctly, leads me to make smarter, more cost-effective decisions.

Money spent on unnecessary supplies increases our cost of doing business. As an owner, I have to be willing to take a pass on the special pens, and make due with similar, less costly items.

How do I benefit from an owner’s mentality, if I’m not the owner? I look at it this way. If I’m able to contribute even in small ways to reducing operating expenses, the company’s financial strength increases.

That can allow the company to price products at more attractive rates. Competitive rates can add to our advantage and create newfound growth, which ultimately furthers the success of the company and benefits our customers.

That’s an owner’s mentality. Once you adopt that attitude, you start finding ways to cut costs.

What do you think of David's strategy? Do you have a unique way to approach business? Let us know in the comments.