What are the Power of One’s 7 levers? They are seven areas where a small improvement can boost cash and profit. Which moves cash fastest depends on your business, so test each one with your own numbers.

The Power of One is a way to see how small changes in seven areas can add up to a big difference in cash and profit. It is part of the cash section of Verne Harnish’s Scaling Up framework. The idea is simple: what if you improved each lever by just a little? The seven levers are price, volume, direct costs, overhead, how fast customers pay you, how long cash sits in inventory or unfinished work, and how long you take to pay suppliers. Here we explain each one in our own words. These are general ideas, not financial advice. Talk with your accountant or a trusted advisor before making major money decisions.

This works for any business, from a café to a contractor.

This post draws on ideas from Verne Harnish’s Scaling Up framework. The explanations and examples here are WeKinnect’s own words.

The seven levers, simply

• 1. Price: What you charge.
• 2. Volume: How many sales or jobs you complete.
• 3. Direct costs: The cost to make or deliver each sale, like ingredients, materials, or job labor.
• 4. Overhead: Costs you pay no matter what, like rent, insurance, and office staff.
• 5. Days to get paid: How long customers take to pay you.
• 6. Days in inventory or unfinished work: How long cash sits in stock or projects not yet billed.
• 7. Days to pay suppliers: How long you take to pay your bills.

The first four mostly affect profit. The last three mostly affect cash flow. All seven matter.

Why “one”?

The idea is to imagine a small improvement, a little in each lever. One small change rarely feels dramatic. But because these levers work together, small improvements in several of them can add up to a meaningful difference. This helps owners see that they do not need one giant breakthrough. Several small, steady wins can do the job.

Which lever moves cash fastest?

There is no single answer for every business. It depends on your numbers. That said, many owners find these questions helpful:

• Price often has a strong effect on profit, because the extra money goes straight to the bottom line if costs stay the same. But it must be handled with care and fairness.
• Days to get paid can free up cash quickly, through faster billing, deposits, and kind but steady follow-up (see S15).
• Volume can help, but growth often needs more cash up front, so it may not be the fastest cash lever.

The best way to know is to work through your own numbers with your accountant and see which small change makes the biggest difference for you.

Using price wisely

Raising prices can feel scary. Start by understanding your value. Are customers getting more than they pay for? Have your costs gone up? Consider small, clear changes, explained honestly. Some businesses add a premium option instead of raising every price. Never use price changes to take advantage of customers. Fairness builds long-term trust.

Finding your fastest lever

• List your seven levers and your current numbers for each, with help from your accountant.
• For each lever, ask: “What would a small improvement look like here?”
• Estimate the effect on cash and profit.
• Choose one or two levers to work on this quarter.
• Track progress weekly.

What this looks like in different businesses

• Restaurant: Direct costs (food waste and portions) and price are often key levers.
• Theater or arts group: Early ticket sales improve days to get paid.
• Bank branch or financial office: Overhead and volume of appointments may matter most.
• Home services: Billing the same day and collecting on the spot can move cash quickly.
• Family legacy business: Old prices set years ago may be the lever that has been ignored the longest.

Watch out for these traps

• Cutting costs so far that quality or safety suffers.
• Raising prices without explaining the value.
• Paying suppliers so late it hurts the relationship.
• Chasing volume without enough cash to support it.

Service before Self with your levers

Each lever affects real people: customers, team members, and suppliers. Service before Self means pulling levers in ways that are fair to everyone. A healthy business can serve more people for longer. That is the real reason to care about cash and profit.

Your Next Step This Week

1. Write down the seven levers and, with your accountant, your current number for each.
2. For each lever, describe what a small improvement would look like.
3. Choose one or two levers to focus on this quarter and track them weekly.

Frequently Asked Questions

What are the 7 levers in the Power of One?

Price, volume, direct costs, overhead, days to get paid, days cash sits in inventory or unfinished work, and days to pay suppliers.

Which lever usually has the biggest effect?

It depends on your business. Price and faster collection are often strong levers, but test each one with your own numbers and your accountant.

Is it fair to raise prices?

It can be, when your costs have risen or your value is greater than your price. Explain changes honestly and keep fairness at the center.