Feeling Stuck In Your Business & How To Fix It
Welcome to today’s episode in today’s episode we are going to be talking about something I think is so important, which is feeling stuck in your business. Now what do I mean by that? And how do you know if you’re feeling that way? When you’re feeling stuck in your business, there are so many things to do. There’s never enough hours in a day. You have a never ending to do list. You’re feeling stressed, you’re feeling overwhelmed, you’re feeling like a complete hot mess. Now, why do people feel this way? Why do we get sucked into this? Because a lot of entrepreneurs are the doer of all things and so many of us are control freaks and we don’t like necessarily giving away control because there are certain things we tell ourselves like I can do it faster and better and definitely more efficient. But the problem is that if you really want to scale and grow your business, you have to start giving up some of that control.
And I know, I know it can be scary, it can feel like you’re having an anxiety attack, but you have to tell the control freak inside of your mind that if you really want to grow, that you need to learn to let go and you have to remember to perfection is an illusion and that yes, there will be tasks that people will do that might not be up to your level of standard, but it’s also up to you to try and coach and work with the people to set that expectation. And I know in the moment it’s kind of like, oh, forget it. I would rather just do it myself. It’s quicker than trying to explain it to you, but if you actually want to build a foundation in which you’re continuing to grow, you have to put in the effort and take the time and get the right people trained on how you expect to get things done.
This is so important to your growth and this is why so many entrepreneurs battle with this because they feel like they don’t have time to invest. The time and the energy to train somebody and training somebody is can be a challenge, right? You need to have processes in place. If you want to effectively train somebody and you have to be able to give yourself some grace and the other person grace, you know when you’re learning to step back a little bit from being the creator and doer of all things in your business or maybe you have that one or two people and you want to grow bigger, there’s always this time that you have to invest to nurture the person, to get them to the level at which you feel comfortable with them operating and it is an investment. It’s an investment in them and it’s an investment with your time and a lot of people get stuck here and I really want to encourage you, if you are in this situation or getting close to this situation that you know, you just dive in and start mapping out how you can have success for the things that you want to start removing yourself from.
So, is that one person, is it a part time person? Is it a full time person? What are the tasks that are really keeping you stuck in your business and not allowing you to pull back and be that visionary and leader that you need to be? So those every day miscellaneous tasks that you don’t need to be doing anymore, why are you still doing them? You need to ask yourself that question. Why? Because what is your time worth? I mean, we’ve heard this before. I mean if you actually sat down and broke it down like you’re so much more worth than $10, $15 or even $25 an hour for someone to be doing these tactical tasks that you shouldn’t be doing anymore. And in the beginning, maybe you’re wearing all the hats. I think we all do. We all wear the hats and we’re trying to get everything done.
But at some point you have to be able to look and say, what shouldn’t I be doing anymore? What is taking more of my time and I need to free some of that time up. What am I willing to let go this week? What tasks am I willing to start delegating to somebody else? And then your next step is finding that person. And I, you know, I’ve had the experience of working with all kinds of people with all different types of skill levels. And I know that it can feel frustrating when you think, uh, someone from the Philippines that you’re paying, you know, $5 an hour should operate at a level of, you know, somebody really, you should be paying 15 or $20 an hour . You know what I mean? So I think that you need to get your expectations clear as well.
And I am not saying that there aren’t certain people that you know, you can pay for a really great rate overseas and get the quality that you need. But I want you to keep in mind when you’re expanding your team, when you’re starting to outsource more and more that you really get what you pay for and in my opinion, and that’s been my experience, but, again, depending on what you want, if there are certain tactical tasks that you could really outsource to somebody overseas and you get them into a system and they’re working really good, then that’s awesome. I’ve had that experience before and I know that it’s out there, but I’ve also had the experience where I’m just expecting my expectations are too high for that type of person and I need to maybe use somebody within North America and pay a little bit more money.
And you have to come to that conclusion on yourself with your own experiences. But I will tell you firsthand that sometimes when you’re hiring people, you’re expectations are set super high and you throw it all at one person. And when somebody gets overwhelmed and overloaded, they start operating at a lower level of efficiency. So you know, you can even have somebody come on and they’re starting to do some tasks for you and they’re really good at what they’re doing. And then all of a sudden you notice their work is kind of slipping. Well sometimes it’s not the person, sometimes it’s that person is now feeling overwhelmed and overloaded because there’s not necessarily a clear plan and path for them. So as we’re continuing to grow a team, I think it’s always transparent or sorry, it’s always important to be transparent in communication with them and mapping out exactly what your expectations are and not just like throw them into a fire per say.
You know, so many people hire, they’re like, okay, I want you to do this, this, this and this. And then the person’s like, okay. And they jump in and they start doing it and then you’re like, oh, and this and this and can you do this? You’re not creating a clear plan for that person. So my recommendation for you is that when you’re first starting to hire somebody is to write a clear job description. What is this person responsible for and what are the outcomes that you want because of this, right? What is it that by them doing this is going to affect your business? How is it going to help you grow? Okay? I want you to get really clear on that because the more clear you are and you can communicate with that person and say , this is my expectations of you.
When I hire you, this is what I want. Now they’re there always be miscellaneous things and that’s completely fine. But when you are starting out with somebody, you should be bringing up that job description and not only that, you should be bringing up training with them. So based upon this description that you have for their job, how are you going to train them and in what steps so that you’re not overwhelming them. I think when you’re starting to get out of your business, you really have to start thinking about how other people can come in and work. And not just have everything just thrown at them and then try to figure it out. Your job is to set them up for success right from the beginning. So again, what are the steps? First step is clearly defining what their job is, their tasks in a description, write a little summary and bullet points of what they’re responsible for.
Number two, then also the outcomes because they’re doing this, this is the outcome that we expect in the business. It’s going to free up the, you know, CEO’s time. It’s, you know, going to make, um, maybe like if it was a tactical thing for podcast episodes, like it’d be more efficient, right? That we’ll be able to get them out in a more timely manner because maybe it’s getting hung up right now because it stuck on your plate and you just can’t do it. So that, that’s step one. Step two is then figuring out a training plan for them. And again, you can easily use Google sheets, right? And kind of create what’s their first week gonna look like actually what is their first month gonna look like? How often are you going to check in with them? Are you going to check in with them?
I recommend at least daily for two weeks to make sure that they’re on schedule and then gauge it depending on the person. I definitely think that you need to continue check-ins every single week going forward with your people, but it just depends on the caliber and type of person that you’re bringing into your organization. So, but that first two weeks so that they can get that really good solid foundation that they’re meeting with you every day. They’re understanding clearly what the tasks are. If they have questions you can answer them and like let them really feel like they’re getting a good amount of support from you. So you can also create what I like to call a training checklist. So again, we’re going to go over the training checklist. So this is, so we’re not going to forget everything. So we’re going to look at your roles and responsibilities and we’re going to train you on each one of these so that you are very comfortable with them.
And you’re going to do that over the first few weeks so that by week three they feel like they’re in a flow. They feel like they’re set up for success. And again, maybe if they are still struggling, how else can you support them? What else? Where’s the gap here? And sometimes it is that conversation of, okay, I, you know, we’re going through the training. I feel like there’s a disconnect here. I’m trying to close the gap. Where do you feel that you need more help and assistance so that I can help close this gap for you? And again, conversations, having that clear communication with any new team member is so essential. So if you want to start getting outside of your business so that you can focus on the important stuff that the scaling and the bigger vision and the big picture strategy, you got to get out of the weeds.
And I understand that that can be so hard. And it does take time and investment and patience. And I know for entrepreneurs that want to move and go, go, go, go, go, go. And we want to go at such a lightning fast. Sometimes it feels like we could get things done faster if we just do it ourselves. But remember, you cannot duplicate yourself 100% right? So you need to have help and it’s your job as that leader to really mold and sculpt the people that you want to start replacing you. And it is again, something that you’ll just have to give yourself a little bit of grace and patience when you’re, when you’re doing that. And I think that once you do and you have that plan and that path and you are open and have that communication with them, especially if there’s a disconnect, then you will be set up for success.
So that’s it for this episode. I hope that these little tips have kind of helped you and remember you can get out of your business, you should be working on getting higher and higher at each level you go because you all will find yourself just being so stressed and burnt out. If you can’t, and I don’t mean like removing yourself 100% I don’t believe in that. But I do believe that you should be getting out of the weeds of what I like to say is that everyday tactical stuff that you no longer need to do, you should be focused on strategy and growth and bringing your business even higher. And that’s where a visionary needs to live. And when you are the CEO and running your company, you are the visionary. So you need to make sure that you have the bandwidth and the space to always operate up at that level. I hope that you found that helpful, and don’t forget to follow me on Instagram at digital Dame _co, so digital Dame underscore CO on Instagram where I will share other little nuggets and tidbits of wonderful information on how you can scale your business without losing your sanity. I will talk to you later.