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Constant switching, always juggling, so many things on your plate and so many responsibilities. Sound familiar?

It’s hard giving up things you want to do. It’s difficult delegating things you’re good at. It scary to say no to offering more services because you’re afraid that narrowing your focus will turn more people off.

In the beginning, you do have to wear a lot of hats. You do have to handle a lot of things in your business. This is a natural part of growth, but the risk is getting so accustomed to switching hats that you’re essentially a Professional Hat-Switcher.

In this episode we talk about learning to delegate and learning to focus. We also discuss when to hire and what kinds of things you should be giving up.

I remember enjoying all of the different things I used to do, but I knew they weren’t things that I should be doing. I knew I should be focusing on the things that only I can do. Now that I’ve delegated, the focus I have has been game-changing.

You may enjoy all of the things you’re doing, but what if it’s simply because you’ve never experienced the freedom and clarity of focusing on fewer things?

Highlights, Takeaways, & Quick Wins

  • In the beginning, you’ll need to wear a bunch of hats to get your hands dirty with the different facets of your business.
  • It’s easy to get help if you don’t like doing something or you’re not good at it—what’s hard when you’re good at it and you like it, but it isn’t something you should be doing.
  • If you’re constantly switching between tasks, you’re wasting energy that could have been spent on focus.
  • We can obsess over the tiny things that only we will notice, or we can bring down the unrealistically high bar of perfectionism so others can help us have a positive impact on more people.
  • If you bring on someone who has strengths paired with their passions, they can and will surpass you in quality.
  • Hyper-focus is the key to success.
  • Don’t be a permanent jack of all trades—the intermittent jack of all trades picks up skills on the way to mastery.
  • The people who are known for something aren’t lucky to have been born with only one interest, it’s that they’ve selectively projected a single thing.
  • Don’t be a Professional Hat-Switcher. If you’re doing a lot of things right now, you need to make sure you’re on a path that’s heading towards doing fewer things.
  • How well could you do one thing if it had all your focus?
Show Notes
  • 06:37 Ben: I think people want the easy solution here to doing too many things at once, like they want to hear us talk about productivity hacks or something.
  • 06:51 Sean: We’re not going to to talk about this. This show is a second part to the last show we had on automation (Related: e193 Automating When You Can’t Afford to Hire Yet). In this one, we’re going to pivot a little more toward hiring and delegation. There’s a lot of people who are doing a lot of things, taking on a lot of projects, or running their own business and handling everything. First of all, there’s nothing wrong with wearing a bunch of hats in your own business in the beginning. I worry that people end of becoming professional hat-wearers.

Professional Hat-Switcher

  • 07:45 In the beginning, you’ll need to wear a bunch of hats to understand how the different facets of your business work. You want to get in there, get dirty, do the real work, and set a quality precedent so when you bring someone on, there’s a standard for them to live up to. It’s not, “I don’t want to do that thing, someone else go do it,” and you don’t really know if they’re doing it up to your standards. By doing it yourself first, it helps you understand what that person is going through, it allows you to understand their work, and to be able to communicate with them. That’s why I think it’s important to do that work in your own business in the beginning.
  • 08:23 Ben: In the beginning, you might be thinking the quality standards you can set for any given task wouldn’t be that high anyway because you’re not that skilled. You’ll learn some of the skills necessary to do that but you’re not necessarily going to be able to do it at the level you like to see, but what you learn in doing it anyway is what your deficiencies are and what strengths to look for in a person who will eventually do that for you.
  • 08:56 Sean: The goal here is doing the work at first to set a precedent to bring someone else on.

It’s easy to get someone to help if you don’t like doing something or you’re not good at it.

Where it’s hard is when you’re good at it and you like it, but it isn’t something you should be doing.

  • 09:27 I was watching the Ask Gary Vee show yesterday and he was talking about how 99% of things don’t matter. Most people think that most details and little things matter, and it’s true that details matter, but he’s realized there are a very small amount of things that only he can do. Most of us kid ourselves and want to feel more important than maybe we really are. We think there’s more than 1% of things that only we can do. I fell into this trap because I convinced myself it was because I cared. I’m a perfectionist, I care about the details of the brand experience, and I convinced myself it was because I cared so much, but really it was because I was scared.
  • 10:53 I was scared that if I delegated and had someone else do this thing either didn’t like, wasn’t good at, or was good at and liked but shouldn’t be doing, that they wouldn’t do it as perfect as I could. The truth is they won’t, at least not at first. The good thing is if you bring someone on and you pair their strengths with their passions they can and will surpass you in quality because it’s their sole focus. I was too caught up in things that had to be me because no one else was going to be 100% perfect it at, but as a perfectionist, I know my standards are unrealistically high.
  • 11:44 The difference between 90% work and 100% work for a perfectionist is double. It takes twice as much work to get form 90% to 100% as it does from 0% to 90%. The problem is the market doesn’t see the difference. 2% of people will notice that Cory spent 20 extra hours on a 20 second transition. That’s not to say you can’t be an artisan or care about your craft—you absolutely can. What changed it for me is realizing we have a good message here, and:

We can obsess over the tiny things that only we will notice, or we bring down the unrealistically high bar of perfectionism so others can help.

  • 12:49 They can do those things you’re doing and you can reach way more people, because the reality is you’re trying to do too many things.
  • 13:02 Ben: I remember a long time ago you told me about editing the podcast and how your voice came through in things like how you timed the cuts and the types of edits you made. At the time, you were convinced it wasn’t something you would let go of because there was too much of your voice in it, but over time, you saw the value of handing that off. The time it opened up for you allowed you to create more content, which is the part that can’t happen without your voice. Now, you’ve got Aaron, who’s doing a phenomenal job editing multiple shows.
  • 13:55 Sean: He’s also doing a way better job than I could do. That was probably the hardest thing to let go of and it was the catalyst. It was the first thing I let go of even before I had employees and he was doing contract work. Giving that up was a big deal because I was so obsessed. There was a little bit of a dip when I gave up the reigns, there are mistakes that Cory, Cory Miller, and Laci have made in my stead when I’ve given up the reigns. The thing is we always forgive ourselves when we make mistakes in our own business after beating ourselves up a little bit, but when someone else does it, it feels like you could have done it right.
  • 14:47 You’re less inclined to forgive them, but that’s not fair. I’m allowing these people to be “me”. They’re acting in my stead, which means they’re going to make mistakes in my stead. If they could make a mistake, then I could have made a mistake and I would have moved on, so that’s what we do now. Giving it up might have resulted in a little dip in quality in the editing when I first gave it off, just because he does things differently than I did, but over time, he brought that up to the level I was wanting because I set the precedent. Now, he’s far surpassed that!
  • 15:31 I want to highlight is that it’s understandable to be doing all everything in the beginning, but:

If you’re focused too much on switching back and forth between things, you’re losing focus in the transition.

  • 15:57 It’s costing you energy to transition and energy is being lost there. That’s energy that could have gone toward focus, and hyper-focus is the key to success, not only for you but for your employees. Giving them a focus, while you focus on something else, means you can come together and talk about those things. If you solidify that transition period, you can easily fall into the trap off being a professional hat-wearer. For some people, it’s a badge of honor to wear a bunch of hats and do a bunch of things.
  • 16:45 Ben: Some people will even put, “CEO and janitor,” on their Twitter bio or businesses card to be funny, and to convey how proud they are to do everything.

Stop Wishing You Could Clone Yourself

  • 17:03 Sean: How many times have you said this? “I’m doing so many things, I wish I could just clone myself.” I’ve said this a lot because how cool would that be? You wouldn’t have to worry about anything, give up control, or take any risks. It’s scary to have someone else represent your brand or to send emails to your tens of thousands of followers. If you could clone yourself, you wouldn’t have to face that fear but it’s wasted energy to even wish that because it’s not a reality. The reality is you can bring people on your team who can and will surpass you in these areas if you allow them to—if you allow yourself to focus and specialize.

Jack of All Trades

  • 21:57 In a past episode, I’ve talked about two kinds of jack of all trades. The first one is a permanent jack of all trades, which is the one you don’t want to be (Related: e105 What if I’m Jack of All Trades and Master of None?). We all know a guy that could probably do anything, but you know someone else who could do a specific thing. The person who’s a permanent jack of all trades are permanently known as a wild card—they could probably do anything fairly well. The second kind is an intermittent jack of all trades.
  • 22:52 On your journey toward finding what you want to do, niching down, specializing, or growing your team, you’ll be wearing a lot of hats and doing a lot of things. You’ll be exploring too. As you do things, you may find that you don’t actually like the act of doing something, even if you thought you would, and that’s ok. You can pivot from there on to the next thing; it’s changing direction when you discover you’re not going the direction you want to go.

The line between where you are now and where you want to be, where you feel fulfilled and you’re doing work you enjoy, is never a straight line.

  • 24:02 Along that crazy journey, you’re going to learn things. You’ll dabble in music production, photography, shooting video, making websites, and log design. You may get good all those things, but this is more of an intermittent jack of all trades. We’re all good at things and we’ve all had various experiences in our lives that apply toward the next thing. Maybe you’ve learned to do these things or have skills from your background and that’s ok. If you used to be a barista, you can take the customer service experience you learned there and apply it to your job now. The intermittent jack of all trades picks up skills on the way to mastery.
  • 25:11 Ben: The difference between someone who’s perceived as a jack of all trades and someone who’s perceived as a specialist in one thing is not what they are capable of doing, it’s what they’re presenting.
  • 25:28 Sean: It’s the projection. The people you think of as specialists aren’t only good at that thing. We’re all good a multiple things, but it’s simply what they’ve chosen to present and curate. You have to realize you’re not tormented or alone when you think, “I’m good at so many things and I’m interested in so many things!” Everyone experiences this.

The people who are known for something aren’t lucky to have been born with only one interest, it’s that they’ve selectively projected a single thing.

  • 26:22 Ben: On on hand, it would seem to make sense that the more you’re able to demonstrate what you’re capable of doing, the more valuable you could be to a certain group of people, but it seems to work the other way. The jack of all trades can be perceived as valuable, but it’s to a group that doesn’t have the structure or team in place to take care of many different things. There’s greater value in the person who can specialize in one thing, because they’re being inserted in a team of specialists.
  • 27:18 For example, a mom-and-pop business might be willing to hire a jack of all trades, because he can do a lot of different things for them on their small budget. Big companies can afford to hire someone who just does videos, social media, or web design and pay them what they’re worth. What is it that causes us to feel like a jack of all trades is a valuable projection? Is it because we’re identifying ourselves with that smaller group?
  • 28:05 Sean: I think because it’s generally less scary. It’s scary to niche down, because all you can think about are the people you’re turning away. You think, “What if those people had asked me for these things?” You feel like if you open yourself up more, it makes you more attractive to more people. You think you have a better chance of people hiring you, and maybe you do, but the pool of people is different—in most cases they can’t afford to hire a specialist or even if they could they’re looking for a bargain.
  • 29:08 Ben: I wonder if, in our recent history, the kind of economy and culture we were living in the jack of all trades was considered more valuable. Now, with the level of quality people are looking for a compensate for, it’s more valuable to specialize. The caveat to that is the only difference is the projection, not the reality. When you enter a client relationship and you’re providing a specific service, you might learn they have other needs and you might be willing to provide for those other needs based on your skill level. You might say, “I noticed you need this done. In addition to doing video work, I also do graphic design,” and it can open up some other ways to branch out in that existing customer relationship, but that relationship started through the narrow gate that is your specialty.
  • 30:25 Sean: The nice thing about that is that you’re immediately held in high regard, because you’re a specialist. People assume you must know what you’re doing when you’re labeled as a video guy. If you talk on another subject or provide another service, that perception carries over. You’re now the highly knowledgeable video guy who also does this other thing, so people imagine you must be good at that thing.

The views of a specialist are interesting, the views of a generalist are not.

  • 31:07 It’s interesting when a prominent figure on X has to say about Y. If you’re not a specialist and we have no idea what you’re about by looking at your Twitter feed, and you have an opinion on some topic, then nobody cares. There’s no angle, specialty, curation, or professionalism there.
  • 31:33 Ben: It’s so funny because it’s almost like eventually you do show them the exact same thing—the fact you have multiple skills—but it’s perceived differently because how you were introduced.
  • 31:49 Sean: The takeaway here is if you’re doing a lot of things, you need to make sure you’re on a path that’s heading towards doing fewer things, not just cementing the professional hat-switching. That’s what’s going to keep you stuck. If you’re doing client work, that’s what’s going to keep you a permanent jack of all trade. If you’re running your own business, that’s what’s going to keep it small and keep you stressed. If that’s what you want then keep doing it, but if not, make sure you’re purposefully heading in a direction that’s working toward bringing people on, even if you can’t afford it right now.
  • 32:47 Ben: Make it a plan, don’t just let it be a concept. If you make it a plan, you can put some infrastructure in place that you might not otherwise have done. For example, if you’re working on a website, pretend you’re eventually going to have to hand it off to someone. Make that plan so when you’re ready to make that transition, you don’t have to suffer those details as much.
  • 33:49 Diz asks, “How do you niche down when you really love everything you can do?” I wanted to address this because I would say niching down and hiring people to do even the things you love doing will give you more time to do the things that are your voice and grow the business, but it also gives you more time to do what you enjoy doing without the pressure of those things having to support your business. I always think about the passion fire pit example where you want to keep all those fires going, but it’s in my best interest to focus on one for now and to let that fire grow big and attract an audience. Once that’s going, and maybe there’s people on your team that are keeping it going, I can go light whatever other fires I want to. It becomes an asset for you.

If you really love doing multiple things, protect your ability to do that by focusing now, so you truly have the freedom to do those things later.

  • 35:14 Sean: One aspect of all the things you do is that maybe they’re all things you enjoy doing. Let one of those things be something that doesn’t directly support you or generate revenue. I know you enjoy doing six things, but have you considered that maybe you enjoy them because it’s all you’ve experienced? Maybe you haven’t really opened up a new realm for yourself. I really did enjoy editing my own podcasts because I could study us so I could purposefully try to improve.
  • 36:44 Now that I’ve opened up this new realm, I never miss it. I don’t think about it at all anymore. Part of podcasting was talking into the mic, preparing for the show, writing show notes, and bouncing the MP3s, but all those things were just small pieces of what made up the whole. I thought I loved them until I got to the point where I can just sit down and focus on the show, then let it go. There are still more things we can systematize, but the clarity that comes with that is unreal.
  • 37:38 You don’t even know how much you would enjoy one aspect of the things you’re doing unless you give it the freedom and space to be your whole focus. Say you’ve got five things you enjoy doing in your business, but you know you shouldn’t be doing all of them. Imagine if you woke up and all you had to was one of those things.

How well could you do one thing if it had all your focus?

  • 38:05 How much would you enjoy that one thing if you had all that space around it? Eventually, in the long-game, you can bring people on to handle those other things while you focus on whatever that one thing is that truly requires your voice. I won’t say I know this will be the case for everyone, but I can only imagine the sense of fulfillment you’ll get from that is going to be so much more worth it than you realize right now.
  • 38:38 Ben: I feel like I cheated a little bit, because when I started the In the Boat With Ben podcast here on the network, I did the shownotes for a few shownotes and I didn’t have to do any podcast editing right off the bat. Now, even the newsletter is taken care of. It was good for me to go through that in the beginning because the contrast I see, now that all of that is taken care of, of being able to just focus on the show is huge. What if you, Sean, had a production who’s job it was to set up the live stream and press record for you so that literally all you have to do is write the outline, sit down, and deliver it? I don’t know if that level of minutia is what you’re after, but there’s a tangible difference in clarity there.
  • 39:50 Sean: We’re certainly trying to get to that point. Nobody knows what I go through to set up the live video broadcast and if that was taken care of by someone else, no one would care either and it wouldn’t make a difference to them, but it would make a world of difference to my focus. I think we have a pretty great show but it would be even better if that overhead stress wasn’t on me.
  • 41:11 Ben: Going back to the question, “What if you enjoy doing the things you’re doing?” I feel like there’s still people out there who don’t feel satisfied. We’ve convinced them they shouldn’t be doing everything, but when you free up the things you love, you take them out of the realm of being responsible for income, they can be more profitable because of the freedom you experience in creation. If you enjoy the process of producing video as part of your content creation and now you’re no longer responsible for producing the video content for your brand, but you still enjoy doing video on the side in your free time. Now, you can spend your time doing video on something that’s unrelated that can produce unique value in addition to the value you’re already providing in your main brand.
  • 42:18 It makes it more of an asset-building activity instead of just doing it for your brand when it’s already running in the background. My Lambo Goal is to be able to wake up and say, “I feel like doing this project today”. It could be an artistic project or a design project that solves a specific problem, but I want the freedom to be able to choose a project, work on it, and complete it. If it’s valuable, then I can make a platform for it and sell it. That model that doesn’t depend on that time making money for me makes it easier for me to make profitable products.
  • 43:15 Sean: The most recent Lambo Goal episode is a great resource for talking about focus and hiring (Related: e021 7 Key Habits to Achieving Your Goals and Increasing Revenue). We had a couple of questions along the lines of, “How do you determine the things you should be delegating?” and then, “What if you’re trying to get to the point of delegating, but you don’t have the work to bring someone on?” Treat hiring like the Overlap Technique—save up (Related: e137 The Overlap Technique: A Crash Course). That’s what we’re doing here. We recently launched Learn Lettering 2.0 and the results of that were good—episode 199 will be the full case study of the launch—and we hustled a lot to do that. You’re going to have to hustle a lot to save up money. Don’t have business or lifestyle creep, save that money so you’ll have six months of payroll for whoever you want to bring on (Related: Lambo Goal e009 Avoiding Lifestyle Creep and Investing Back Into Your Business)
  • 45:50 You need to take this seriously. I’m not telling you to hire someone so you’ll do that and hope everything works out. You’re taking care of someone like they’re you’re family! If you don’t have enough money to pay them, then you need to not sleep and you need to go do something—mow lawns, deliver papers, work at a restaurant, whatever it takes to take care of your employees. Don’t be foolish, do the Overlap Technique. If you’re not ready, then you’re not ready. Show me that you have a successful, profitable business. I’m talking about working towards delegation, but don’t do it prematurely. Make sure you have cash flow.
  • 46:38 Ben: Figure out some numbers too. It’s not enough to say you have plenty of cash flow. There’s real value in learning how much your time is actually worth, not just how much you charge. With an hour of your time, how much value can you provide and how much compensation can you receive for that value? Figure out what that number is and then, when you’re talking about saving up some money, how much time is that going to buy you? What are you going to do with that time? What plan do you have for that time to make up the difference between now and when you reach the end of that savings so you can continue having that employee on and grow your ability to provide value?
  • 49:02 We’re talking about delegation here, but that doesn’t always have to be hiring someone. One of the ways we save ourselves time is when we go to people who have expertise instead of having to research answers on our own. I did this recently in the Community! I saved myself at least three or four hours of work by getting an answer from someone who knew what specific program I was using.
  • 51:39 Sean: To the question of, “What do I delegate?” Assess what requires your voice or insight specifically. Those are the things that are going to allow your business to grow and you should have hyper-focus on them. Other people aren’t going to understand the insight you have. If I’m wanting to hiring someone else and you look at my payroll, it’s not the whole picture. We might be working on something else that would bring in certain revenue and once they’re trained, the could make the company this amount of money. Not everyone has your visions so you need to be the one to focus on those. I shouldn’t have someone fill in for me on the podcast because that’s literally my voice. Don’t kid yourself like I did when I thought podcast editing was my voice.
  • 53:22 Ben: Write those things down, then read through the list item by item and ask yourself if it really needs your voice. Identifying those things doesn’t mean you let them go immediately, but identifying those things help you know what you need to focus on offloading first.x
  • 54:16 Sean: A real example of this is Jeff Sheldon, owner of Ugmonk, who is working on a rebrand and new logo. Rebranding yourself is hard. Do you have any thoughts here on delegation here? Is it important that he does his own logo since he’s rebranding himself? How do people know something like that should be delegated?
  • 56:19 Ben: It helps to distill it down to what it really is. A logo is a designed tool that accomplishes a goal for your business. You, has a business owner, know what the goal is. You, as the designer, may have the expertise to design a logo that can accomplish that goal. When you’re doing that for yourself, it’s difficult not to let your subjective taste come into that process.
  • 57:15 Sean: It’s like if you labeled each step in the project as “business owner” and “designer” and you listed out everything each part of you did, the feedback, and the goals into consideration, imagine it was a client project—was it a professional process? If it’s not, you’re doing yourself a disservice. You’re not following an objective process, which means the end result is going to suffer, maybe even more so than the struggle of hiring someone else to do your logo when you’re a designer. I’m sure it’s hard for a business owner who isn’t even a designer, but especially as a designer.
  • 58:23 Ben: Your ability to design an effective tool is separate from your ability to understand your businesses goals, but when you’re doing it for yourself, I picture two different people: the design professional and the business owner. When you’re designing something for yourself, it’s as if those two people are together throughout the whole process. They’re always looking over each other’s shoulders. As the designer, think about how nerve-wracking that would be. We talk about the One Concept Approach and not giving the client more than one concept, but when you’re designing for yourself, your business owner self is watching the whole process. It’s hard to separate those two pieces. How do you make it completely objective and distill it down to what it really is?
  • 00:44 Sean: It’s important to have that isolation. The designer shouldn’t be watched or sending sketches over to the client to look at. It’s a discovery process that should happen over weeks—go through things, sleep on it, revisit it, realize it’s a terrible idea, scrap it, and make a new concept. All of this happens without the client. The client gives input in the beginning and you do the work with the information you have. When you have design-by-committee, it’s terrible. You can’t design a professional logo when everyone has an opinion that carries weight and if you open it up to everyone’s opinion, you’re saying their opinion has weight.
  • 01:31 You have to go through a professional process. I made the Community icon because the Community didn’t really have a brand and I made the mistake of showing the rough direction I was going with it to the Community. The Community is amazing, but everyone has an opinion. I had to realize this logo is not for the people in the Community and they don’t understand that, it’s actually for people outside the Community. People inside the Community think the logo doesn’t embody everything that’s inside the Community. Here’s the problem: you cannot convey all the things the Community is in a logo.
  • 04:41 You can’t convey polish, design excellence, and phenomenal user experience in an Apple icon. To someone who knows nothing about technology, iPhones, or Macs, the Apple icon doesn’t say all those things—it’s simply something that takes on the meaning. A brand is so much more than a logo, it’s an experience. I realized there was too much magic in the Community so I had to distill it down to something they can understand. The greatest part of the Community is the conversations that happen there, which is why the icon is essentially a chat bubble that’s reminiscent of the iMessage icon.
  • 06:56 If too many people weighed in on that, you don’t have clarity anymore. You have to have isolation and an objective process. If you’re designing for yourself, you have to be very rigid. If you’re objective enough, maybe you can separate your two selves—the business self and the client self. If you can’t, I don’t think it would be a bad investment to allow someone else to go through an objective design process.
  • 07:24 Ben: I wonder if it’s worth doing an exercise for yourself where you imagine that you don’t know how to do the thing you would do for yourself. The things you don’t know how to do or don’t like to do are the easy ones to give up. You can’t fully convince yourself of that, but I want you to connect yourself to the experience of handing something off to a professional, knowing they’re fully capable of doing it and you don’t have to understand what they do.
  • 08:07 All you have to understand is what you know how to do and how to communicate that well so the professional can do what they do best and provide something that’s going to effectively accomplish your goals. As a business owner, the freedom in handing something off is so appealing to me. Think about the freedom in handing that off.
  • 09:05 Sean: When it comes to a logo, there’s a lot of thought and consideration that goes into it but ultimately, the logo is just a logo. It’s something to attach a brand experience too, and as long as it’s not the complete opposite of what you’re trying to convey, people are going to attach the brand experience to this logo. If it was designed through an objective process, then the logo itself is solid. It’s not poisoned by the design-by-committee stuff where everyone has an opinion that has weight.
  • 09:51 Ben: There are some fundamentals that make it solid. It’s not about preferences, it’s about: can this logo scale? Can people recognize it from far away? Does it look good up close? Is it legible? Does the intended audience resonate with the font choice? Those kinds of questions are what goes into making it a great design, then there’s a little bit of magic. If you go to 10 different designers, you’re going to get 10 different designs. They’re not going to come back to you with the perfect solution and all be identical. There’s a little bit of subjectivity that goes into it because every artist is different, but I that we can put so much thought into this being the right thing and totally forget the foundational things that need to be right. Beyond that, it’s up to us to give it meaning.
  • 11:04 Sean: Tying that back to delegation: you need delegate anything that’s not tied to your voice and that’s going to take discovery, reflection, and time for you to distill things down. When it comes to designing for yourself, as long as you’re able to really separate those two selves and remain objective, I think it’s possible. If you’re finding for yourself that you’re losing clarity, then delegation is probably a good move.
  • 11:42 Ben: We’re saying this stuff but I’ve experienced how difficult it is to give up and treat it like it’s an objective thing, and not want to add my voice to it.
  • 11:58 Sean: I struggle with this too, like when I hired Justin. I’m learning not to micromanage. On one hand, I really care about my brand so if something was totally off brand, I should speak up but if it’s about my preferences, that’s not productive. I need to tell Justin the goals, what we need to accomplish, and let him execute that. If we open that up to everyone in the Community, they’ll give their tweaks and eventually you have a mess. Having it to where someone has the ultimate responsibility and then opening that up to a few trusted people just to help you with any blind spots is a good route to go.
  • 13:11 That’s something I’m having to learn to do, especially with the new redesign—we had to establish how the process was going to go since I’m a designer. I’ve designed all of my past sites because that’s what I do, but Justin can also do that too. If we go through an exhaustive discovery phase and look at the goals we want to accomplish, then I can and should give the execution of it up. It’s not going to be exactly what I thought, but it’s not going to be compromised. If it does the job, reaches the people, and they’re able to perform the actions we need them to, then that’s what we want while I’m freed up to focus on other things that are tied to my voice
  • 14:07 Ben: Your time doing the things that apply to your voice is far more valuable than the time you would spend designing the website. It’s hard but there’s some black-and-whiteness to it. You could spend your time designing the website and that would produce X amount of value vs. if you let Justin do it, maybe it’s equal, maybe it’s a little less, or maybe it’s a little more, but it’s definitely not going to be equal to the amount of value you’re capable of producing with that same amount of time.
  • 14:51 Sean: You have to change the way you’re thinking about it. If you’re micromanaging and obsessing over it for weeks, what could you have done with that time? That’s what I have to ask myself: what could you be doing?