Let’s talk about something most entrepreneurs struggle with: letting go. When I first started my business, I was the top revenue producer, and I thought that was a good thing. But the truth is I was the biggest bottleneck in my business, and that wasn’t how I wanted things to be.

When you build your business around one person, you can’t bring a long-term vision to life. You have to hire and trust the right people and build a business that can manage and sustain itself without you. Your competitors can steal your ideas, but the right team can’t be taken—especially a team that’s highly engaged and fully bought into your vision.

If your business only functions when you are present, you don’t have a business. You have a job with a fancy title. Here’s what you need to scale: a clear, repeatable process your team can execute. Your team has to feel empowered to make decisions without the need to seek approval. Lastly, you need systems that ensure consistency.

The leap from being the provider to the entrepreneur can be very scary. But when you remove yourself, you might be surprised at how your team steps up. When you give people ownership, it’s an invitation for them to show up at a higher level.

A disengaged team is more detrimental to your business than a competitor. They spread negativity, they lower morale, and they scare away customers. As the leader of your business, it’s crucial to recognize effort, unique abilities, and the people who show up for more than just a paycheck.

 

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