A few days ago, I had to make a trip from Marshfield, Missouri, where I live, to Strafford, a small town nearby. The card printer at my local bank branch wasn’t working, and I needed to pick up a card at the branch in Strafford.

While I was there, I got into a conversation with one of the ladies who works at the bank. She lives in Marshfield too, and during our conversation she mentioned that she often prefers taking the back roads between Marshfield and Strafford rather than driving on the interstate.

Today, I had a reason to travel that same route.

As I drove along the back state highway, I remembered her comment. It made me think about running a business—and how we often assume every business owner’s goal should be growth.

But small business success doesn’t look the same for everyone.

Not Every Business Owner Wants the Interstate

In business, there is a lot of emphasis on growth.

We are constantly hearing about ways to get more customers, increase revenue, hire employees, expand services, and reach the next level.

There’s definitely nothing wrong with wanting those things.

But there’s also nothing wrong with not wanting them.

Not every business owner wants to grow as quickly as possible. In fact, some business owners—particularly those who provide services—reach a point where they are happy with the number of clients they have.

Maybe their schedule is full enough.

Maybe they are making the income they need.

Maybe they value having time for family, hobbies, community involvement, or simply enjoying life outside of work.

Maybe they have built exactly the business they wanted to build.

That is success, too.

Your Definition of Business Success Is Allowed to Be Different

Every business is at a different point in its journey, and every business owner has different goals.

For one owner, success might mean doubling revenue over the next three years.

For another, it might mean hiring employees so the owner can step away from some of the day-to-day work.

For someone else, success might simply mean keeping a stable group of good clients, earning a comfortable living, and maintaining the freedom that made them want to own a business in the first place.

None of those goals is automatically better than another.

The important question isn’t:

“How fast can this business grow?”

It’s:

“Where, as a business owner, do I want to go?”

Your business goals don’t have to look like anyone else’s.

A Good Small Business Accountant Should Listen Before Giving Directions

That brings me to something I believe is important in the relationship between a business owner and an accountant.

It is not the accountant’s job to decide what the business owner’s goals should be.

Our job is to listen.

We should understand where the business is today, what the owner wants from it, and where the owner would like it to go.

Then we can use the financial information to help them get there.

Sometimes that means pointing out an opportunity for growth.

Sometimes it means identifying a problem that needs attention.

Sometimes it means helping an owner determine whether they can afford to hire someone, purchase equipment, increase their own pay, or make another big financial decision.

And sometimes our job is simply to help the owner keep a good thing going.

Good accounting isn’t only about pushing a business toward bigger numbers. It’s about providing the financial information and advice a business owner needs to make decisions that support their goals.

Small Business Growth Doesn’t Have to Mean Growing Bigger

Sometimes growth isn’t about adding more clients, more employees, or more revenue.

Growth might mean becoming more profitable with the clients you already have.

It might mean improving your processes so you spend less time working.

It might mean understanding your financial reports well enough to make decisions with more confidence.

Or it might mean creating a business that provides the income and flexibility you want without becoming any bigger at all.

The numbers should help you build the business you want—not dictate what that business has to become.

There’s More Than One Way to Get There

The interstate has its advantages.

It’s usually faster. It’s direct. When you’re in a hurry to get somewhere, it often makes sense.

But sometimes the back road is exactly where you want to be.

You can slow down a little. You notice things you wouldn’t see from the interstate. You might enjoy the trip instead of focusing entirely on how quickly you can reach the destination.

Business can be that way, too.

Some owners want the interstate. They’re ready to move quickly, take on more clients, hire employees, expand, and see how far they can take the business.

Others would rather take the scenic route.

And some will take the interstate for part of the journey and the back roads for another part.

All of those choices are okay.

Because ultimately, it isn’t your accountant’s choice.

It’s your business and your choice.

You should be able to decide where you’re going, how quickly you want to get there, and what you want to enjoy along the way.

Your accountant’s job is to understand the destination, help you read the signs, point out the hazards ahead, and give you the financial information you need to choose the road that’s right for you.

Whether that’s the interstate or the road less traveled, you deserve an accountant who is willing to meet you where you are, understand your business goals, and help you make financial decisions that move you in the direction you want to go.