In your business, are you wearing all the hats? Overwhelmed yet?

23 May 2024 · 1 min

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A short first-person monologue by a business founder describing early-stage struggle—working 16–18 hour days, considering selling the company, and feeling miserable—then learning to scale by trusting people, delegating, and enforcing repeatable systems. The speaker characterizes their leadership as 'passionately detached': firm about existing systems (in place for 14 years) but open to ideas that can be argued and proven in decision meetings.

Chapters

And that's when we weren't making any money. That's when I was working 16 to 18 hours a day. That's when I wanted to sell the company. And I was miserable all the things, right? And then finally it was like, if I want to scale this thing, if I want to have a normal life, I have to trust people. So I would classify myself as a very passionate, passionately detached on. On certain things of, like, hey, I want it this way, but I'm open if you feel like you can, you know, have a. An argument with me or a conversation to where you win, like, you'll win. But until then, this is how I want it done. And that's been successful for me because all my managers know, like, hey, there's a system and a policy put into place for a reason. And these systems have been tried and true now for 14 years now. If you have an idea that you think is better, I'm always open. But you're going to have to win the argument when we go into that conference room to decide if we want to change it or not.