I was sitting, patiently waiting for the keynote speaker of the conference to show up. The day had been full of powerful speakers, but the last one was sure to pack a punch. His name: Tony Robbins.

Arguably the most influential public speaker in the world, and well-respected business owner at the same time(he currently owns 33 businesses), Robbins came out to the stage to give the crowd at the Inc. iCONIC Tour a mix of inspiration, perspective, and actionable advice.

Robbins touched on a lot during his time on stage, but one sentence rocked the room.

He said, "You need to be running two companies equally. The current business you're in and the business you want to be in."

The room went silent.

He was right.

As an owner, it's easy to get caught up in the day-to-day operations of your business and be unable to dedicate time to long-term planning/strategy. Ultimately, hurting your potential growth.

That being said, if you put all of your time into strategy who would run the business right now?

It's important to work in the business you're in, but not be so bound that you're unable to work on the business you're in.

As an owner, you need to be equal parts visionary and doer.

Working in Your Business

Working in your business is what causes immediate results for your company. These are the day to tasks that need to be completed for the company to survive. Often as an owner you will be a player-coach for your team. Meaning, you'll be there as a strategist, but you'll also be there to do any job necessary for the company to run.

This is what's necessary at times in your business. You will have to be able and willing to do any job within the company.

Working on Your Business

Often working in the business can consume you. It's right there, with your effort being tangible.

It's a lot harder to commit time to set up more effective systems and long-term strategy. However, if you speak to a seasoned executive they will tell you to tackle these issues sooner than later. You don't want to incur what the industry calls, "management debt." Patch-working your day-to-day without addressing the underlying issues will cramp your business growth.

One of the ideas thrown around at the conference was to start by dedicating one-hour per-week to discussing strategy/vision for the company.

This may not seem like a lot, but over the course of a year that's 52 hours, or 8 days of work fully dedicated to strategy - not a bad starting point.

But where to start?

Start by asking your team what your company isn't doing and should be. Your staff will have insight into parts of the business you can't see from your managerial position. This simple question can open the doors of clarity for you as a manager, especially to see broken systems and fixes needed within your organization.

After that, look at where you are with sales, marketing, HR, management, training and accounting today and where you want to have these sections of your business in years coming.

Remember, you're working on your current business and the business you want to be. So finding time to prioritize both throughout your week has to be mandatory if you have a growth mindset.

When you finish your day or week, make a list of tasks you did where you worked in the business and on the business. This will keep you centered and making sure to do both aspects.