I’ve been out of daily operations for over two years now. I work part time when I’m here and take close to two months off throughout the year.
The biggest shift was learning to develop leaders instead of just delegating tasks. Now, a big part of my role is helping my leaders grow, make decisions, and take real ownership.
I especially love helping women grow into leadership roles and watching them become more confident in what they’re capable of.
The business doesn’t need me involved every day anymore, and that’s given me the opportunity to focus on developing people instead of managing every detail.
How did you accompolish that?
I've been trying to develop leaders, but it seems like the best technician's are unreliable, and the most reliable technician's are incompetent and very very slow to learn. I'm pulling my hair out trying to do everything because I'm constantly going back to redo poor work, and it's just not sustainable
I think the biggest shift is realizing you can’t build the business around one “perfect” employee. Find people you can trust, give them clear standards, train them consistently, and hold them accountable. It may take longer upfront, but once you build a system where the quality doesn’t depend on one person, you can finally step away from doing everything yourself. That’s the part I’m working toward too. Good luck
