Owners love buying a new system to fix productivity. New software, new process, new dashboard. Meanwhile the thing actually draining an hour a day out of the team is something nobody would ever put in a strategy document: the printer that always jams, the approval that requires three people to reply to one email, the report that gets rebuilt from scratch every week because the template never got saved properly.

If you're wondering how to stop being the bottleneck in your business, the answer sometimes has nothing to do with delegation and everything to do with the dozen small frictions nobody has ever bothered to fix.

SMEs are drawn to big fixes because big fixes feel like progress — a new CRM, a new project management tool, a company-wide restructure. But most day-to-day productivity loss doesn't come from missing systems. It comes from dozens of tiny, repeated frictions that are individually too small to justify a project, and collectively expensive enough to quietly cap how much a team can get done in a day.

This is the trap: fixing one big system takes months and often doesn't stick. Fixing twelve small frictions takes a week and compounds immediately, because the team feels the relief the same day.

1. Log it for five days. Every time something takes longer than it should, or someone says "ugh, not this again," write it down. Don't fix anything yet — just collect.

2. Sort by frequency, not size. A five-minute annoyance that happens daily costs more over a month than a one-hour annoyance that happens once. Rank the list by total time lost, not by how dramatic the fix sounds.

3. Fix the top three this week. Most friction points have an embarrassingly simple fix once someone actually owns fixing them — a saved template, a single approver instead of three, a five-minute standing rule that removes a recurring back-and-forth.

Run this quarterly and the compounding effect is real: teams that clear their top frictions consistently report getting meaningfully more done without adding a single new tool or working a single extra hour.

"Kevin had a no-nonsense approach and tackled the issues head on. Accountability was the key."

— Ashley Berrysmith, Icehouse Coaching Programme

Owners usually know their team's biggest frictions in their gut — they just never write them down or prioritise fixing them over the next big initiative. The discipline of stopping to log and fix the small stuff, on a set schedule, is exactly the kind of unglamorous accountability that a coaching relationship is built to enforce when day-to-day pressure would otherwise bury it.

If your last productivity fix was a new piece of software, the frictions actually slowing your team down are still sitting there untouched.

...and you become the owner whose team gets more done because the small frictions are gone.