A short conversation about the transition from doing individual contributor work (e.g., shoots) to leading a team in a growing business. Speakers discuss new problems that arise—people leadership, aligning vision, creating processes—and emphasize the need to develop leadership skills to scale work beyond what one person can physically do.
Yeah, so it's, I mean, it's brought new problems. Like, I'm having to be more of a people leader now. And so, like, it's putting more pressure on my, my leadership skills that I'm grateful to be able to develop. But those are like new problems that we're now having to tackle as we, as we lead people. Instead of, instead of just focusing on the shoot or whatever. Now it's like, okay, well, what are the processes behind the shoot and how do we get people engaged and, and thinking aligned and have a shared vision for the direction of the company as a group?
Yeah, yeah. It's interesting because, like, you start by doing everything yourself and then you have other people and now you have to develop different skills, which are leadership. Leadership skills, obviously, to bring those people, to bring those people together and have them do it for you. Because you physically can't do all the work that, you know, a million dollar a year business requires. Which is the interesting part. And it's really, there's a lot of. And we'll talk about that obviously offline a little bit more on like, different, different ways to lead and different ways to get people to do things.
