Hire people with the right attitude over cheap labor or connections. Define success clearly so your team knows what winning looks like and can measure it. Give them the information, training, and tools to actually hit those targets.
I think the first thing with delegating your responsibility is choosing the right person. I know it's tempting to just hire your relatives or like teenagers because they're cheaper, but sometimes it costs you more in the long run, right? I think also we have a lot of unemployment and underemployment, so it's a really great time to get great people at a cheaper rate, if I'm honest. People who have the right attitude and want to learn and want to deliver, you can negotiate because they need the experience and they want the salary. Like, it's worth it. The other thing is you also have to make sure people understand what you understand by success. And that's something that we take for granted. You, you know, this is the deliverable, you know what it looks like, but when you explain it to them, are they really understanding the same thing you've told them? And do they have a way to measure it and track it? Because it's easy to tell someone you're not delivering, then they think they're delivering. What is the problem? So as the founder, it's your responsibility to make sure that your team has what they need to deliver— the information, the target, the training, the tools. You can't say I need you to sell 50 shirts, but there's only 2 shirts in your shop, and now you're blaming that guy for only selling 2 shirts.
