Great teams have depth. And with a great bench, the options for your business are endless. I want to directly relate this story to Audigy Group. When I started Audigy, I wanted to build one key person at a time, one key contributor at each function of the organization. 

And the whole point was getting that person elevated to their highest level of impact. Then once I identified with that individual what they were doing to create the highest level impact, I taught them how to duplicate that with each employee that we hired to do the same function. And over a period of time, we mushroomed out as a large organization where we had dozens of leaders who were experts in the thing that they perfected, duplicated through many individuals doing the job that we are trying to innovate every single day to create a greater impact for our members. 

Our first finance manager then had to learn how to get your finances cleared up, how to structure them, so we can do peer-to-peer analysis. This was all manually done. Once they figured out how to do that and convert over to our chart of accounts and build all this, they had to teach somebody else to do it, then somebody else, then somebody else, but you're not just teaching him to do the work, you have to teach him to understand what the numbers mean. So we had to create a bench, because people come and people go. And you can never have your business be keyman dependent on one person at all functions, or you're going to find your business in trouble.