When you run solo business, you work in a bit of an echo chamber. Every decision is yours. You get used to being right, because the market is the only thing to tell you otherwise. Even wrong might not be all that wrong. Maybe you weren’t as right as you could have been – and perhaps market condition changes created that scenario. When you’re on your own, you’re the best at everything in your company because there isn’t anyone else.
Decisions change after hiring
As soon as you hire someone, that changes.
Presumably your first hire is better than you or smarter than you at *something*, otherwise – why did you hire them? Most founders / owners are generalists, but are very, very good at a few things. Hiring someone worse than you for any role outside of your sweet spot is crazy.
The arrival of a new team member starts the process of discovery. As you learn their true abilities, you can begin to leverage their ideas, opinions, perspectives, and experience. You may delegate some decisions to them, while continuing to make the majority of them. At that point, discussions about decisions tend to take one of two directions:
- “I’ll make the decision and tell you what I’ve decided.“
- “Tell me what you’re thinking, how you’d make this decision, and why. I will still make the decision, but I want to hear any insight your background, training and experience tell you. To me, hearing how you arrived at the decision is as important as the decision itself.“
I suggest the second angle. For the decisions you begin to delegate, you can see from the second angle the importance of explaining how you’d make them and why. Their thought process may not be identical to yours, but they need to understand your decision making process and what factors you see as important.
Delegate with intent
Delegating isn’t solely about making decisions. There are many ways to design something, setup a trade show booth, make a sales presentation, etc. Once you hire someone better than you at a particular task, you should expect that some of your past work will eventually appear less than ideal.
It’s difficult to delegate the work that you’ve always done. Your staff will do things differently than you, and probably better than you. Does this make you wrong? No. Should it put you on the defensive or embarrass you? Don’t let it. Celebrate it. They’re doing exactly what you hired them to do – relieve you of the work and the cognitive load related to that task.
You may not realize that you become defensive when “wrong” or when your past work no longer passes muster. Be aware of your reactions to these events. If your team sees you become defensive when proven wrong or when your work is improved upon, people will avoid making those situations happen again. It isn’t worth it to them. They’re likely to agree with everything, or worse, add nothing. They’ll say things like “Nope, I don’t have anything to add”, “I’m good.”, or “That’s fine.“
Losing decision / process trust
The pain you create when you’re proven wrong changes people’s input. When being right or better seems more important than good results, you lose their trust. You hired them because they’re skilled, yet you’re uncomfortable when they inevitably show it.
They’ll change their interaction as they learn when & where you have to be right. They may downplay their opinions & work reveals, despite being better than you at certain work. They may suppress experience / data used to make a point during meetings. This won’t happen because they don’t like their work or want the best for the company, but simply to avoid stirring you up.
Over time, they’ll avoid expressing anything in public that’s counter to your position – even when you need it. They’ll censor themselves in private discussions with you. Eventually, they’ll have no input at all, and because this happens gradually, you may not notice the change. If it gets that far, you’ve probably lost them – particularly when it involves previously motivated, engaged staffer.
It’s tough adding new people to the mix. Give them some rope. Let them prove they can handle the work you hired them for. The freedom they provide by taking work off your plate provides valuable time you can leverage on the work you’re best at.Want to learn more about Mark or ask him to write about a strategic, operations or marketing problem? See Mark’s site, contact him on LinkedIn or Twitter, or email him at firstname.lastname@example.org.