Are You Wearing Too Many Hats in Your Company?

Many times the company founder initiated growth doing everything from product development to finance to sales and he or she doesn’t know how to trust and delegate. You end up wearing too many hats.

When you first start your company, you often lack the cash and resources to bring on many employees. You end up operating in many roles on your own – you wear all ten hats in the organization, from CEO to janitor.

Even when sharing responsibilities with partners, most founders find it difficult to unload a responsibility to a new employee who can only possibly understand 10% of what the founder knows about your business.

Are you trying to do too much with a small team? Ask yourself some of the following questions:

• Do each of your departments have their own set of goals that are tracked and published?
• How often do you conduct strategic planning sessions with your entire management team? If you don’t, why not?
• Are you focused on inputs (e.g., hours worked), or outputs (e.g., goals and results)?
• Are your employees given the freedom to experiment with new tactics and understand that failure is a learning process and experimentation leads to evolution?

Stop Wearing Too Many Hats

We work with companies on business growth in a number of ways, but assigning roles and learning how to delegate can often make the difference between a growth ceiling and a growth year. We work with our clients on many skill sets to help you remove some of your hats, including:

• Trust and accountability
• Assigning roles and measurements to key areas of your Revenue Blueprint
• Establishing and tracking objectives and key results (OKRs)
• Running better meetings so you share mutual accountability
• Communication plans that help you feel like you’re totally in the loop even when you give up some of your hats
• Setting up business plans, product roadmaps, go-to-market plans and more so you’ll rest easier knowing your team has a map to follow