We’ve all heard there’s no ‘i’ in “team”. Well, I venture to say there’s less ‘r’ without a team -the ‘r’ is for revenue. Embracing the power of building a team is essential for scaling operations, driving innovation, and achieving sustainable success. The value of a team not only alleviates the burden on the Solopreneur but also brings diverse skills and perspectives that can propel the business to new heights. Recognizing the importance of collaboration and strategic delegation can transform your business, reaching more potential and paving the way for remarkable impact.

1. Mindset. Transitioning from a solopreneur to a business leader with a team requires a significant mindset shift. For many solopreneurs, the belief that they cannot afford a team is a major barrier.

However, shifting this perspective is crucial for growth. Here are key mindset shifts needed to recognize and act on the value of having a team:

• From Cost to Investment.
• From Control to Trust.
• From Immediate Costs to Long-term Gains.
• From Independence to Collaboration.
• From Overwhelm to Strategic Focus.

2. Projects. Starting to build a team on a project basis is a practical approach for solopreneurs who are budget-conscious. This strategy allows you to manage costs effectively while gradually integrating team dynamics into your business operations.

Here’s how you can start building a team on a project basis:

• Align Project Budgets with Team Costs.
• Hire for Specific Roles and Expertise.
• Set Clear Expectations and Goals.
• Utilize Short-term Contracts.
• Leverage Freelance Platforms and Networks.
• Evaluate Performance and Fit.
• Build Relationships for Future Collaboration.

3. Split-time. Transitioning to an assigned team that splits their time between your business and other businesses is a strategic step when your business needs consistent support beyond individual projects. This approach provides long-term, part-time assistance, offering the benefits of a dedicated team without the full financial commitment of full-time employees.

Here’s how to successfully implement this next step:

• Identify Core Needs.
• Find the Right Talent.
• Establish Clear Agreements.
• Leverage Flexibility.
• Utilize Collaboration Tools.
• Foster a Strong Team Culture.
• Monitor Performance and Adapt.
• Plan for Growth.

4. Dedicated. Leveling up to a dedicated team that works exclusively for your business marks a significant milestone in your entrepreneurial journey. This shift offers unparalleled benefits, providing total access to team members whose focus is solely on your business.

Here’s how to make the most of having a dedicated team:

• Enhanced Focus and Productivity.
• Greater Control and Alignment.
• Improved Communication and Collaboration.
• Deeper Skill Development.
• Stronger Team Cohesion and Loyalty.
• Streamlined Processes and Efficiency.
• Long-term Planning and Growth.
• Building a Strong Organizational Culture.

Need help strategizing with how to build your team? Let’s talk. ShaCannon.info/talk

In talking about small business growth stages, you cannot ignore that to open your capacity to accept more business a part of being ready is to start documenting and standardizing how you do things in your business. We need to create and make available processes (what & why something is done), procedures (how it is done), and protocols (when it done) to form systems. You’ve heard about SOPs or standard operating procedures. These documented systems improve consistency, quality, and efficiency to make it easier to bring on team members for business growth. But to get started I have found that entrepreneurs seem to need more direction and I am here to provide just that. Follow these four steps to get it done.

Identify processes for standardization. Everything in operations and business management starts with the client journey: awareness > inquiry > purchase > onboarding > servicing > offboarding. What system needs to be created and documented to complete each step of the client journey? What system needs to be created and documented to get from one step of the client journey to the next? Other places to look in your business for needed standardization are the internal areas of your business,  the structures you should have in place, and the systems you need for success. We are looking to create standards that will have the greatest impact on efficiency to save time and money, as well as increase quality and customer satisfaction to keep money revenue coming.

Develop the SOPs. Now that we know what systems need to be created and documented, on the SOP form we start with the objective; the clear purpose, goal, and importance of the standard (what & why). Then we outline the step-by-step actions to be taken to complete the standard (how); noting that if steps are to be done by different people, who each step is assigned to. Finally, we incorporate best practices of methods, techniques, technology, and when it is best to do what (when). Your form and be simple or complex or visual, depending on which is more appropriate to have the standard followed with more ease. 

Make it easy with tech. I developed a custom GPT to help create SOPs for my business and clients. You can try it out HERE. However, there is plenty of other tech to help you with SOPs. You can create templates in Google Docs or Microsoft Word. You can first map out a process before detailing it on your form using visual mapping tech like BoardMix, Celonis, or Signavio. There are specific platforms like SweetProcess, Tallyfy, and Process Street for SOP management. There are a.i. platforms like Axonify and EdApp to create interactive and engaging training modules or go with more straightforward platforms like Trainiual. Remember the best tool is one that is actually used, so ease of use is most important.

When to update. Once created, SOPs should be used at all times. The only way to make sure the standard is upheld is to do things by the standard each time. However, the flow of business will evolve and standards have to evolve right with it. When a process no longer produces the desired standard, it is time to review and update the SOP(s) responsible for maintaining that standard. Solicit feedback from team members, vendors, clients, and anyone else who comes into contact with the standard and apply your new knowledge to update the standard to achieve the goal of the standard. Steps may change but the goal stays the same as a guide to measure the steps by.

Need support infusing SOPs into your business model, let’s talk. It’s FREE. ShaCannon.info/talk

The path to business success can often feel like an uphill battle. Particularly for solopreneurs striving to reach their first 6-figures in business, the challenges are steep, and the journey can be overwhelming. However, among the responsibilities that come with running a business single-handedly, there’s a valuable ally waiting in the wings – the Virtual Assistant (V.A.).

A V.A. is a remote worker who provides a wide range of support including administrative, technical, design, and other support services. Although it is common to assume, that V.A.s only have entry-level skills. However, they have varying levels of skill, even as high as experts who simply assist virtually. Consider the types of Despite their skill level, there are phases you would need to take them through to be of value to your particular business.

Preparation:

Determine the Need for Hiring. Evaluate the business’s current and future needs to identify if there is a genuine requirement for a new employee. Consider factors such as increased workload, expansion of services, or skill gaps within the existing team.

Job Description. Conduct a comprehensive job analysis to define the roles and responsibilities of the new position. Create a clear and detailed job description outlining the job title, duties, and reporting structure.

Establish Hiring Criteria. Define the specific qualifications, experience, and skills required for the role. Set the hiring criteria to ensure that the selected candidate meets the necessary standards.

Budget. Determine the budget for the new hire, including the employee’s salary, benefits, training costs, and any other expenses related to onboarding. Ensure that the business can afford the additional resources without straining its finances.

Employee Type and Work Arrangement. Decide whether the business needs a full-time, part-time, or contract employee. Consider whether remote work or a flexible schedule is possible for the position.

Compliance with Employment Laws. Familiarize yourself with relevant employment laws and regulations to ensure the hiring process is legally compliant. This includes understanding equal opportunity laws, anti-discrimination laws, and proper record-keeping. 

Hiring.

Recruit. Use various channels to source candidates, such as job boards, company websites, social media, professional networks, agencies, and referrals.

Resume Screening. Review resumes to shortlist candidates who meet the job requirements. Look for relevant experience, education, and skills.

Skill Assessment. If appropriate, assess candidates’ skills through practical tasks or tests related to the job.

Interviewing Candidates. Conduct structured interviews with shortlisted candidates. Use behavioral-based questions to understand their past experiences and problem-solving abilities. Ask questions that evaluate whether they believe in the VISION and the MISSION.

Checks. Contact provided references to verify candidates’ work history and performance. Conduct background checks, especially for positions requiring security clearances or working with sensitive information. Sometimes businesses require a credit check.

Final Candidate Selection. Select the candidate who best meets the job requirements and fits well within the organization.

Offer Letter and Negotiation. Extend a formal job offer to the selected candidate and negotiate terms of employment, including salary and benefits.

Training & Development.

Responsibilities and Expectations. Clearly communicate the new employee’s job responsibilities, performance expectations, and goals for their role.

Access to Tools and Technology. Ensure that the new hire has all the necessary equipment, tools, and access to software and systems required for their job.

Job-Specific Training. Provide job-specific training that covers the essential tasks and responsibilities of the new hire’s role. This training should be tailored to the individual’s needs and job requirements.

Compliance and Safety Training (if applicable). If the job involves compliance or safety requirements, conduct specialized training to ensure adherence to regulations.

Individual Development Plan. Work with each team member to create personalized development plans that outline their short-term and long-term goals, areas for improvement, and the necessary steps to achieve them.

Workshops. Provide access to relevant training sessions, workshops, and courses to enhance the team member’s skills and knowledge. This can be done through internal or external training opportunities.

Online Learning Resources. Provide access to online learning platforms and resources for self-paced learning and development.

Professional Conferences and Events. Support team members’ attendance at industry conferences and events to expand their knowledge and network with peers.

Evaluation.

Regular Feedback. Provide ongoing feedback to the team members throughout the evaluation period. Regular check-ins help them understand their progress and make necessary adjustments.

Use Performance Reviews. Conduct formal performance reviews at regular intervals (e.g., quarterly or annually). Performance reviews offer a more comprehensive assessment of the team member’s performance, achievements, and areas for development.

Self-Assessment. Encourage the team member to conduct self-assessments, where they evaluate their own performance and provide insights into their strengths and areas they would like to improve.

Frequency. 30 days, 60 days, 90 days, & Annually. For tips on managing teams, read THIS. 

Needs support figuring out what skill sets you need to hire for your business, let’s talk. It’s FREE. ShaCannon.info/talk

There is likely no scale without a team. The power of people is assisting you for more capacity or duplicating yourself to service more clients in ways that technology cannot. To assist you is to do the administrative and other tasks, while you do what only you can do; marketing and servicing the client. To scale your service to even more people is to duplicate yourself to have more people that can directly provide the service to your clients. No matter the value of your team members, there are 4 great tips for managing them.

Begin with structure. Inviting someone into your business is almost like letting someone drive your old but reliable car. You have to tell them all the tricks and rules that make it work best. It’s second nature to you to not turn the air conditioner on when you want to go faster but you have to relay that to the new driver of your old faithful. Create the how-to, when-to, where-to, who-to, and why-to of each task and project. Create it in such a way that someone without any specialized skills can follow it to get the job done.

Success is KPIs. Beyond the how-to is the land of desired results. You cannot just show someone how to do something and not share with them what success should look like. Key Performance Indicators (KPIs) help you and the team member to know what results are the goal and how to measure the path to those results. In other words, what numbers and measurements of their tasks and projects create success?

Check the structure before checking people. Expect having a successful team to be a process. You definitely want the team to be focused on following your structure to get to the results. However, most of your structure is initially built around how YOU did things. Sometimes that doesn’t translate cleanly to others doing the same tasks. When something goes wrong, before blaming or disciplining the team member, go back to the structure and make sure it set them up for success.

Development. Having the best team requires investing in their growth. You want your doers to learn the best and new ways to do and you want future leaders to be great at the process AND great at motivating the people that work that process. Continuously share your mission and vision for the business so that your team is guided by the same principles you set for the business. Connect your Doers so that the best can help others get better plus have periodic refreshers on the process and the why. Allow leaders and future leaders to shadow you to learn more about how you think and make decisions.

If you would like to talk how to better manage your team to drive your CEO vision, let’s talk. ShaCannon.info/talk

Beginning in business ownership often looks like the owner in all roles. You can grow your business that way, but you cannot scale your business that way.

There is a difference between growth and scale in your business. GROWTH in your business is more clients, money, inventory, etc… SCALE is when your business can handle growth with excellence because it is rooted in repeatable methods supported by systems and resources.

Part of the resources needed for scale are people resources; known in corporate America as “human resources”. Having other people as a part of your business takes you from being the only one driving your vision forward to a team driving your vision forward. How much faster could you get to a location if you had a team of horses instead of walking? Lesson #1 The goal of having a team of horses is NOT so that you can hold on to them and try to walk with them. Instead, it is so that you can steer the team doing the work of getting you to the goal. I hope that gave you a great visual so that you understand that as the CEO, you are not the work horse.

 As the CEO, you can sit inside the wagon, wave, and politic to the crowds to build like, know, and trust to attract clients. But your most important part is one that no one else can fill: the visionary. Lesson #2 There are other roles that actually run the operation of the vision. Your COO uses the CEO’s desired destination (vision) to create the road map as the plan for the company, then keeps a high-level eye on the direction and whether it follows the vision. Your Business Manager has the reins and manages the horses following the map. The Business Manager is in the thick of things driving the team and other resources to follow the plan for the vision.

But let’s go backwards a bit. Lesson #3 Before running the horses they are equipped with a saddle, reins, horseshoes, etc… Before letting your team run, you should equip them with training, processes, and key performance indicators (KPIs).

If you would like to talk about the operations roles you need to plan and drive your CEO vision, let’s talk. ShaCannon.info/talk

Entrepreneurship can be a lonely journey. And since many start to fill all the roles of their business, they are slow to hire and replace themselves. They wait until it hurts. Believe it or not, I’m a fan of a lean team. Having too big of a team can cut into your profit margins. HOWEVER, hiring the right people at the right time for your particular business needs is the key to a successful scale.

To scale, Entrepreneurs used to think that all they needed was a Virtual Assistant (VA). However, a VA is task oriented. They only execute the tasks that YOU assign and execute them how YOU direct. Should anything go off course with their task, they have to come back to YOU for resolution. This often leaves CEOs feeling as though they should just do it themselves to save time. Effective use of a VA requires structure.

Now, the buzz, of who Entrepreneurs need most, is a Project Manager (PM). The good news is that a PM is a thinker. They can take your desired outcome for a project, create structure around it, and execute it to completion. The bad news is that they manage projects (usually one at a time) and not your business as a whole.

Enter shared leadership. A CEO can only remain the visionary to share the dream for others to fulfill if there are others in a position to create the plan and to execute on the plan. CEOs get overwhelmed with the operations level of business when they are included in the day-to-day details, tasks, and operations. If every decision must go back to the CEO, they cannot very well stay in the dream state to come up with more visions or be the face of the business to bring in more revenue opportunities. Someone else must be qualified and empowered to be a thinker that makes decisions and leads the charge to complete the vision.

There are separate roles within operations that share in the leadership, thinking, and decision making to keep the CEO in the energy of a visionary. There is the Chief Operating Officer or Director of Operations (interchangeable), the Business Manager or Officer Manager, and supervisor or lead. I will break these positions down in the blog.

If you would like to talk about the shared leadership you need to be a thinker for your particular business, let’s talk. ShaCannon.info/talk