Should owners still work in the field once they have employees?

Question

I think there’s a balance.An owner who never touches the field can lose sight of what the team is actually dealing with.Long drive times.Bad notes.Locked gates.Difficult yards.Awkward customer requests.Routes that look fine on the calendar but feel rough in real life.Getting back in the field occasionally keeps you connected to the work and helps you spot problems you won’t see from behind a screen.But there’s a danger too.If the business only survives because the owner jumps in every time there’s a gap, the owner may still be the safety net holding everything together.I’ve had seasons where covering routes was necessary. Employees were out, someone was leaving, or the schedule had to get done.That’s part of ownership.But if it becomes the normal plan, burnout creeps in fast.The field can teach you what needs to be fixed.It shouldn’t become the place you hide from fixing it.Do you still work in the field, or have you fully removed yourself from production?

mims01 · Answer

I think there’s definitely a balance. I believe staying involved in the actual work is important, especially while you’re still growing. It keeps you connected to the customer experience and helps you understand what your team will eventually deal with.

But I also think the goal should be to build systems that allow the business to run without the owner having to jump in every time something goes wrong. Working in the business can teach you what needs to change, working on the business is what allows you to grow. 💪🚗

hugehomepros · Answer

I think if you are trying to grow there you can't work in the field. Obviously some people have to because they don't have the staff/ cash to pay for support staff. I think you should have someone to replicate your production in the field then you'll need one or two other people to generate enough revenue to pay for you to be in the office.&nbsp;

roselvaggio · Answer

I’ve been out of daily operations for over two years, and I honestly think removing myself from the field was one of the most important things I did to grow the company.

That doesn’t mean I have no idea what’s happening out there. We have leadership in the field, QC checks, trainers, team feedback, client feedback, and systems specifically designed to tell me when something isn’t working.

I’ll still step in occasionally when there’s a true need, and I actually spent several days cleaning alongside my team during a large commercial project recently. It’s definitely valuable to be reminded firsthand what the work feels like.

But I don’t think the owner personally working in the field should be the system that keeps them connected.

At some point, my job changed from doing the work to building the people and systems that make sure the work gets done well without me.

And I think that distinction matters. There’s a huge difference between choosing to jump in occasionally and knowing the schedule will fall apart if you don’t.

anthonysalazar · Answer

I agree! Being in the field gives you information you won’t always get from a dashboard. You notice bad route flow, confusing notes, awkward customer situations, and the little things that make the job harder than it looks.

But the goal can’t be for the owner to stay as the permanent backup plan.

The field should teach you what needs to be fixed. Then the system, training, and leadership have to carry it without you being involved every day.

anthonysalazar · Answer

That’s the part I’m trying to work toward.

There’s a stage where the owner has to be in the field because the business can’t afford anything else yet. But if growth is the goal, eventually someone has to replace your production so you can focus on sales, hiring, systems, admin, and leadership.

The tricky part is making sure the revenue actually supports that move. If the owner leaves the field too early without enough production or margin, the office role can become expensive fast.

Forum Discussion

Should owners still work in the field once they have employees?

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