Many business owners end up going through the hiring and firing process multiple times in order to build a strong team. The failure is not about your skills or shortcomings. It’s a failure of the approach you use to hire, manage, and lead your team.
If you’re new to the idea of building a team, you might feel confused as you gather advice and consider whether you should delegate tasks or roles. I’d like to help clarify a few things for you with this post, because when building a team you’ll want to consider your approach carefully.
Last time we talked about creating an “ecourse” about your business. I suggested you think about your systems in terms of “lessons” and organize them into business areas, i.e., modules. This way you can simply identify the systems you currently use, put together simple documentation for them, and fill in the gaps in a manner that makes the most sense for you and your business. But what if you didn’t stop there?
I hear it time and time again from my clients. They tell me “I’m finally ready to admit I need systems, but now I’m stuck. I’m just so overwhelmed at the idea that I don’t know where to start.” Maybe you feel this way too. You’re in the right place. Here’s where you start with systems…
Today we’re going to start the discussion by evaluating the state of your systems. This is something you’ve got to do before adding a team member. Now, don’t hang your head in shame or stop reading. It’s okay if you’re not ready yet or if you have some work to do here.