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Part 1 | Part 2 | Part 3

Continuing with Part 2 of our Growth Scaling series, we dive deeper into the hiring aspect of growing you business. Finding the right people, the concept of scaling back to scale up, preserving the sacredness of things tied to your unique voice, bringing people on board with your values, tackling the struggle of maintaining craftsmanship and authenticity—we talk about it all. Ultimately you have to ascertain whether or not you’re truly solving a problem for your client or customer and whether delegating can help you provide greater value.

You’ve been hustling and working super hard to grow your business—in this episode we’ll help you make sure that effort is not in vain and show you how to actually get a return on your initial investment.

Show Notes
    • 04:32 Recap of Part 1:
      • Establishing the value of your time
      • Being honest with your actions
      • Cons of not systematizing
      • Finding Places for Systems
    • 05:44 Questions to ask yourself to find places for systems:
      • What things do I not like doing?
      • What things do I not do well?
      • What things should I not be doing—even if I like to do them?
    • 06:16 The answers to those questions are the things that you should be outsourcing to systems or hiring people to help.

Look for people that already “get” what your business is about.

    • Finding the Right People
    • 06:26 Start by source from places you already know. Who is currently loyal to your brand or business? Find the people who have been on board with your journey so far.
    • 07:05 In my case, a perfect example of this would be the Community members. I’ll likely look there FIRST before going elsewhere. Those people are already on board with my values. Those people “get” it.
    • 08:00 Hiring people for iOS development and podcast editing.
    • The Cost of Investment
    • 12:37 Hiring isn’t just an monetary investment, it’s an emotional one.
    • 13:22 Not only are you investing money, you’re invest time and energy into helping them understand and care about the work the way you do.
    • 13:57 Hiring is a no-brainer if what you’re making currently is more than what you could pay someone else to do something. BUT, even if the cost is equal to what you’re making currently, don’t dismiss the investment as “not being worth it.” You have to think of the value of your time in terms of what it will be worth in future returns if you have the margin to invest it in other things now.
    • 15:08 Spinning your wheels without a long term goal.
    • 16:15 “I want to be able to say ‘Yes’ to everything.”
    • 16:27 You have to scale back. You have to start saying “No” to things. I’m not talking about saying no to bad opportunities—I’m talking saying “No” to the good things.

When you’re saying “Yes” to too many good things, you’re preventing yourself from having the future margin to say “Yes” to great things.

    • 16:44 When you’re at your limit and refusing to say “No,” you’re just going to continue to slam the ceiling, because you don’t have the margin to scale, you don’t have the margin to step back, you don’t have the margin to grow.
    • 17:26 “But I’m good at all the things!”
    • 17:40 That’s why it’s hard. But you have to remember that 3rd question: “What are the things that you’re doing that you shouldn’t be doing—even if you like them?”
    • 18:46 Yes, these are good things. Recognize that it’s a good opportunity. Call it a good thing—and then say “No” to it. You need to set yourself up for saying “Yes” to the great things. You need to get to that next level and you can’t get there on your own—you’re slamming into the ceiling. You need to scale back and bring someone on. You have to let go of this hold on 100% perfectionism, and embrace 90%. You’re simply going to have to embrace 90% perfect in the transitional period so that you’re able to bring people in to replace you where you’re doing tasks you shouldn’t be doing.
    • 20:58 Instead of taking the time to teach someone else, it’s so easy to fall into thinking, “I could just do this myself and it would be done right and it would be done faster.”
    • What does it take to replace you?
    • 21:31 “Couldn’t someone get on same page with you enough to be able to produce the same kind of quality and result that you produce currently?”
    • 21:47 It’s possible. But it requires a significant amount of mentorship and investment.
    • 22:03 Also, there’s the issue of what your brand is about.
      • What your business is about.
      • What part of you is this business comprised of?
      • How much of you do you want to instill in this business and what of yourself should you NOT remove or outsource?
    • 22:22 If it’s a personal brand, you need to really be asking yourself these questions. Really get at the core of it. At what point is it no longer you? What are the things that make it you? What are the things that you can’t be removed from?

Don’t outsource things that are tied to your voice.

    • How do you bring people into your mindset?
    • 23:19 Because I have a personal brand, I don’t want to outsource things the things are are tied to my voice.
    • 23:25 You have to find those things that only you can do. The ones where you have to be the one to do them. And don’t kid yourself here: It’s going to be fewer things that you want to admit. It’s going to be a lot less things.
    • 23:40 How to train someone to replace you.
    • 25:01 You want to train someone to be a version of yourself that can be the best at one thing in your stead.
    • 25:22 They are going to mess things up. Expect it, and plan for it.
    • 25:27 You have to think long term. Take on less now and scale back. Take advantage of all the hard work you put in up front to initially building your business. Let that investment mean something. Take advantaged of that. Don’t just make a habit of hustling or working 17-hour days, let that initial investment you made be worth while. The way you do that is by scaling back and taking the time to bring someone on to help. One they’re up to par, you have the freedom to scale, and the freedom to invest, and the freedom to build new things.
    • Craftsmanship & Authenticity
    • 28:02 “Doesn’t it mean something for me to be the only one who had their hand in making something?”
    • 28:54 “What if value of my brand is the authenticity?”
    • 29:27 If that is what you want, that’s an okay thing. You just have to accept that it’s not scalable. You have to accept that you’re limited to a level 3 or level 4 business.
    • 29:49 You’re all worried about right now and how your precious quality is going to dip below 100% perfect with your current pursuits, but this is all coming at the expense of your potential future pursuits. All because of an unwilling to delegate and unwilling to let go of that unreasonable last 10% of quality.

By not getting help, you are stifling your future growth and effectiveness. You are doing a disservice to the future version of yourself and your business.

    • 30:36 You’re doing a disservice to your future customers.
    • 30:44 Don’t buy into the lie that the quality of what you’re putting out can only be maintained if you’re the only person doing it. When you bring other people in the process, you get to focus your talents more precisely on the things that you’re very good at. They also get to focus their talents on the things that they’re good at, and the resulting quality of the product actually increases beyond what you are capable of.

What do I really want for my client or customer? How do they value this? Do they value this because it has my name on it or because it solves a problem for them?

How could it better solve their problem if I brought somebody else into the equation?

    • 31:50 You don’t have to let go of perfection forever. You simply have to embrace 90% perfect while you’re in that transitional period so you’re able to bring people on and replace you where you’re doing tasks that you should be doing.
    • 32:08 Stay with those people as long as it takes to get them to 90% on their own, and then from there you help them get even better.
    • 32:55 Establish Processes:
      • Break it down
      • Document it
      • Walk people through
    • 33:09 “That’s hard to do. I already carry this stuff in my head, so I don’t have to think intentionally about what steps I’m taking and all that.”
    • 33:19 You know what I say about process? If it’s not written down, you don’t have a process.
    • 33:50 You have to give people a chance. You have to give these people the opportunity to fail under your supervision. Just like with kids, the best time for them to fail is while they’re under your roof. Give them an opportunity to fail in a safe place. While you’re taking them on, give them a chance to do it. Give them a chance to do it wrong and then correct it.
    • 34:30 Regularly ask “What do you need? How I can I help you do this better? What could I do to make this easier for you? Do you have any questions? Is anything going weird?”

Your greatest value is in delegation and vision.

    • 35:46 It’s not in doing every single one of the mundane tasks, or the outsourceable tasks, or the systematizeable tasks—even though you like to do those thing. Doing things 100% perfect instead of 98% perfect is not helping your business. You have to be willing to not be the one doing the day-in-day-out work in every facet. If you’re in love with the outsourceable work, you will limit yourself. That level 5 ceiling we were talking about. If you’re thinking about running a business, don’t do it because you think it’s all fun and games—do it because you love business. You’re going to spend a greater amount of time on the business than you are doing the actual work.
    • 37:57 Initially, you are doing everything. You need to do everything so you understand and so you can delegate. But eventually you have to pull back and remove yourself. That’s where you get to finally return to the passion. You get to finally return to the work you love doing. Just know that it’s not going to be that way at first.
    • 38:47 You have to make sure to have that check in there. So, you’re doing the hustle, you’re doing everything yourself—that’s fine. But make sure that is an investment. Make sure that’s intentional and calculated.

You hustle for a reason, not as an end unto itself. You’re doing it so you can build up the capital to scale back and bring people on to help you.

That’s the only way that initial investment is worth it to you.

  • 39:10 Otherwise, you just turn into a workaholic and it was all for nothing, and you don’t have freedom. You’ve got your own business, but you don’t have freedom and you don’t have margin and you’re doing stuff that you don’t like to do and you’re doing stuff that you shouldn’t be doing.
  • 42:28 Working with family vs. non-family in the context of hiring.
  • 48:10 Culture: How tightly or loosely should you hold onto original culture as more people come on?