Two founders discuss how hiring a director of operations transformed their business after reading Dan Sullivan's "Who Not How." They shifted from doing everything themselves to delegating day-to-day tasks, which they say felt less like burnout and more like finally doing work that mattered.
You know, I don't want to put words in your mouth, but as you're talking, I'm hearing Dan Sullivan in my head about who, not how.
It's a great book.
Yeah. How. How much did that concept play into that transformation of where you were doing everything to where you are now.
Right. So actually read that book first time. I think you gave it to me to be truthful.
Sure.
Yep. And that's what prompted us to hire our director of operations. Might call her a CEO, whatever, but she's our director of operations. Hired her almost three years ago, I believe now. And that's been huge burden off of myself and off my wife. So just running a day to day operations of everything she oversees. Build the whole business from. From hiring, firing, credentialing, payroll. She does all those. Oversees all those things. And then there's other people that blow her. Her team that you know, do actually do those tasks, but she makes sure they're being done. And her and I obviously talk every day a report at the end of the day, kind of what's. Summation of what's going on, what do I need to. What do I need to address myself those things.