If you’re trying to scale a business, you’re probably used to solving issues yourself. When there’s an issue, you jump in to fix it. It’s quicker that way.
This might be true, but it’s not good for your business in the long-term. It leads to burnout, resentment, and a disempowered team. It also leads to confusion, as your team doesn’t know who’s truly responsible for a resolution.
In this scenario, you’re the bottleneck in your business.
This happened to me last year. I burned out big time because I was obsessed with:
- Solving problems myself instead of coaching them to find solution themselves
- Prioritising performance and outcomes above everything
- Growth for growth’s sake.
I created complex workflows with 5 steps of approval when a simple yes would do. I added layers of oversight, when trust was all my team needed.
The team was drowning in processes, and I was working longer than ever. Something had to give.
When I was honest with myself, I realised I was making decisions out of fear and guilt, in reactive mode (after the loss of a couple of key staff).
I was working from a state of fear and lack, trying to control everything, which in turn, created a culture that was wound too tight.
You can simplify systems, communication and collaboration, without losing momentum. Focus on what’s essential and do the internal work in order to let go a little. A lot of the work to succeed as a leader isn’t in the business books – it’s found in self-reflection and contemplation.
How to get out of the way
This requires a combination of:
- Mindset – you have to be honest with yourself and do the work around being ‘needed’ and getting external validation
- Systems – you can’t expect your team to self-organise. You need systems and workflows such as a central Issues List, a framework for meetings, and gamifying performance (think a tally board)
- Clear roles and responsibilities – everyone needs to be clear on the seat they’re in and who to turn to for a specific question/need
- Co-creating and contributing to a mission – the company needs to be bigger than you. Everyone on your team should be excited about what they’re working towards (as a team and individually)
You can’t expect for this all to fall into place without intention. Reflect on the type of culture you want to create. You could assemble a leadership team with and empower each department head, to free up your time as a CEO to solve the big problems and focus on high-impact relationships.
Remember, this isn’t linear. You will lose key talent. The market will shift. New innovations will uproot your industry. There will be times when your team needs you more. This is all part of the journey.
As you change as a person, so will your leadership style and business goals. Prioritise self-awareness and you’ll do just fine.
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