Recently, I received a message from a fellow entrepreneur asking for advice on a challenge that many business owners face: managing a team after years of being a solopreneur. Here's the question I was asked:
"It’s particularly around staff and their management. I've always been a solopreneur and I find it hard to let go of some tasks or processes to others because in my head:
1. They won’t do it as well as I would.
2. They don’t understand it very well.
3. They take too long.
I see you managing a team at Raven & Macaw, and it’s really impressive. How do you deal with people? Also, should I work with them on commission or salary? I have some other questions, but these are the most pressing.”
I thought this was a great question, and since I’ve been through the same struggles, I figured it would be useful to share my response with anyone else facing similar issues. Below is my take on how to deal with letting go, managing staff, and deciding on compensation.
1. Letting Go: The Perfectionist Trap
One of the hardest parts of scaling a business is learning how to let go of control, especially when you’ve been doing everything yourself. I used to be exactly where you are. I thought no one could do things as well as I could, or that they wouldn’t understand the nuances of what needed to be done. The truth is, no one will ever do things exactly like you, but that doesn’t mean they can’t do them well—or even better, with the right training and guidance.
The key to letting go is trusting your team while holding them accountable. This means delegating tasks clearly and providing detailed instructions. If someone isn’t getting it right, it’s often due to a lack of clear communication. Take the time to explain, provide examples, and even offer additional resources like YouTube tutorials to help them understand your expectations.
Remember, taking over their work only sets you back. Let them make mistakes, learn, and improve. It may feel slow at first, but over time, you’ll see the benefit of stepping back and letting them grow.
2. Delegating: The Long-Term View
You mentioned that your team takes too long, and I totally understand the frustration. I’ve been there. But you have to see delegation as an investment. Yes, it will take longer at the start because your team is learning. However, once they get up to speed, they’ll be able to handle tasks more efficiently, freeing up your time for the high-level work that only you can do.
Also, ask yourself if the time they’re taking is a result of unclear instructions. If they’re constantly coming back to you with questions, that’s a sign that your brief might need more clarity. Make sure you’re giving them the tools they need to succeed without requiring constant back-and-forth.
3. Managing People: The Right Fit is Everything
When it comes to managing people, one of the most important lessons I’ve learned is to find the right fit. You might not be able to afford top-tier talent right away, but focus on hiring people with the right mindset—those who are eager to learn and grow. Skills can be developed over time, but a bad attitude is hard to fix.
At the same time, be prepared to make tough decisions. If someone isn’t a good fit after working with them for a short time, don’t hesitate to let them go. I learned early on that hiring fast and firing faster is essential for maintaining a productive team and company culture.
In terms of team structure, I’ve found that giving people ownership over their tasks—and holding them accountable for the results—motivates them to do their best work. Micromanaging will only burn you out and prevent them from reaching their full potential.
4. Compensation: Commission or Salary?
You asked whether you should work with your team on commission or salary, and the answer depends on the type of work and your financial situation.
For some roles, like sales or client acquisition, commission can be motivating because it directly ties their compensation to performance. However, for more specialised or creative roles, a salary might be a better option because it gives them stability and allows them to focus on quality without worrying about hitting targets.
In my business, we have a mix. Some departments are fully in-house with salaried employees, while others, like legal and accounting, are outsourced to firms on a contract basis. For certain creative roles, I prefer to have a core team on salary but work with freelancers when demand spikes.
My general rule is that each hire should generate at least three times their salary in value for the business. If someone’s role isn’t directly tied to revenue (like HR or admin), then their contribution should be reflected in how smoothly they help the business run or how they support revenue-generating activities.
Final Thought: Systems & Processes
One last piece of advice: start building systems and processes now. If you want your business to scale, it needs to be able to run without you being involved in every little detail. Create clear instructions and processes for everything—from how you onboard new clients to how a project should be completed. This ensures consistency and makes it easier to train new team members as you grow.
Once you have the right systems in place, your team will be able to function more independently, and you’ll be able to focus on the bigger picture.
In Summary:
Let go of perfectionism. Your team may not get it right the first time, but they will improve with the right guidance.
Delegation is an investment in your future. The more you trust your team, the more time you’ll free up for yourself.
Hire for attitude, train for skills. People with the right mindset will make managing your business so much easier.
Choose compensation based on what makes sense for the role. Commission is great for sales, but salary provides stability for specialised tasks.
Build systems and processes. They’re the backbone of a scalable business.
I hope this helps answer your questions. I know this journey can be tough, but remember that every growing pain is a sign of progress. You’ve already come this far—now it’s just about taking the next step.
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