Bringing people into your business can be a scary proposition. You’ve spent so much time building your baby, how could you possibly turn over the reins of any aspect to someone new? First let’s take a deep breath. Yes, it does sound scary, but the rewards are so worth the investment. That’s if you bring people in the right way.
Today we have a tale of two onboardings. Let’s start with Business Owner A. A decided she needed some help and put out an all-call for a VA. Many people responded to her request, but she only interviewed one candidate and gave that person the job. A hadn’t thought about the specific work she would give her new VA or how she would introduce her business. As A and the VA started working together A felt like more time was spent directing her VA than she was saving by bringing her onboard. The work delivered never felt quite right, and the VA was always asking for locations of documents or other simple tasks. A concludes that it’s just easier for her to do all the work herself.
Business Owner B begins with a similar realization. Her business has grown beyond the management of one person and it is time to bring on staff. Before she begins her search she takes inventory of her business. What tasks need to be accomplished daily, weekly, monthly, etc.? Which ones sit right in B’s wheelhouse (she’s passionate and very good at completing this work)? How is the operations of the business set up today, are all documents and communication accessible? Is there direction within the operations set up to guide a newcomer? What tasks does she need to outsource and what information will a new person need to provide the support she requires?
After analyzing her business, B gets to work preparing her operation for the introduction of a new team member. Then she writes a specific job description outlining her needs. She interviews several candidates and chooses the best one. When the team member gets started, B spends a lot of time with her in the beginning to introduce her to the business, the operations, the job, and how they will work together. When B is confident that the team member is ready, B starts to back off and let her new hire get to work. All the systems are in place to monitor the work and, with all that training, the new team member delivers exactly what’s needed while saving B so much time to focus on the growth of her business.
Obviously Business Owner B had a much more positive experience bringing on her team. And this all came down to preparation. It is much easier to let go of control when you’ve set up a person for success. That set up comes from investing in the beginning, preparing your business by making sure the knowledge is out of your head and in a shared location, really thinking about the kind of support that will move you ahead, and spending a good amount of time in the beginning with your new hire.