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When you begin a business, you are committed to it. This applies to many entrepreneurs – and I know it was the case with me. I committed to making every decision on every project. I dealt with every problem and took care of every little thing.
For a team of 5, it was doable. However, as the team grew, I realized that if I continued working the same way, I wouldn’t only hold us back, but I would also burn out. Business leaders have reached the same point and face the same challenge of moving from working face-to-face to building a team that may do business with them.
That’s when I hit a difficult but mandatory turning point. I had to back off so the others could speed up. It wasn’t so simple as delegating tasks – it was learning to recognize when you were needed and when you were not. This is a change that every developing leader must make, and it might seem to be a step forward. But it is this leap that allows real growth.
Moving from performer to leader
At first, each decision seemed crucial and personal, and it probably was. As a founder, you do all the pieces and feel such as you are the driving force behind every success. For a small business, this hands-on approach delivers amazing results and real momentum. But if you wish to scale, you would like to start trusting others to share the responsibility.
This change took me years to feel comfortable with. Transitioning from an operator role to a true leader required a significant shift in my pondering. It wasn’t easy because my company felt like an extension of myself. Letting go, even for a moment, may end up in losing control or risking quality. However, over time I have noticed that real control and real growth are only possible when I allow the right people to take the reins in their areas of experience.
Building trust and competence at the C-Suite level
When building an executive team, you look at more than simply CVs. You need individuals who have the skills and credibility to fulfill their roles. The right team members don’t wait for instructions; they show up with ideas, they treat the company’s success as their very own, and they bring about a true commitment to making the vision a reality – it is not something that happens overnight.
Once they join the team, knowledge transfer begins immediately and they need to be given the space to make decisions with confidence. Trust doesn’t suggest micromanaging or jumping in at the first mistake. Give them the freedom to learn, grow and sometimes stumble because you know they are working towards the same goal.
I currently have seven managers who report directly to me. Getting them up to speed required a lot of time, patience, and constant communication to make sure the knowledge was fully transferred. It wasn’t enough for them to know “what” to do – that they had to know “why” we did things a certain way.
This approach requires consistent mentoring and sometimes a lot of trial and error. Over the years, I’ve noticed that the more you invest in your team’s understanding of the business, the more they’ll take initiative, make smart decisions, and achieve results that reflect the company’s values and goals.
Overcoming challenges in delegation
Delegating forces you to completely change your role – it redefines your focus as a leader. Many entrepreneurs should understand that being involved in every decision and maintaining this level of control is a barrier to growth. Let others lead a part of the process so you may create a stronger and more flexible business that may work with or without you.
Now that you simply have managers in place, the next challenge is to build a solid team. It’s not low-cost, and the cost is not just salaries – it is also the time and energy needed to fully engage them in their work. Hiring top-notch talent may seem to be a huge sum of money, but trust me, the investment pays off tenfold, identical to it did for my company. Your A team will take responsibility for tasks, introduce modern solutions and relieve you of on a regular basis work.
Moreover, if your team feels supported in their roles and has clear development paths, they are more likely to be invested in the long-term success of the company. This is a part of building a company culture where each member feels empowered to grow and develop others.
Scaling with purpose
Scaling a business is as much about people because it is about profits. As entrepreneurs, we frequently stick to our original ways of working, but true growth means evolving with time and your online business. If you are serious about scaling, take a moment and ask yourself, “Do I empower my team to make decisions and achieve results, or do I still hold all the reins?” All of those processes may seem to be extra steps, but every business leader must do them to get there.
Remember that delegating means creating a culture in which leaders at all levels are engaged, engaged, and ready to take the company to the next level. By delegating with purpose, you scale your online business and build something that may stand the test of time.