Listen to Rosemary talk about her experience starting her company Gorilla Stationers and what helped her to keep the track until where she is now.
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Hire from Clarity, Not Overwhelm
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Most hiring problems aren’t talent problems.
They’re clarity problems.I see this all the time.
A founder says,
“We need a marketing manager.”What they actually mean is:
“I’m overwhelmed and I don’t want to think about marketing anymore.”That’s not a role.
That’s a feeling.When you hire from overwhelm instead of clarity, three things happen:
You bring someone in without a defined outcome.
You stay the bottleneck because decisions still live in your head.
You blame the hire when nothing changes.
Relief doesn’t come from adding people.
It comes from defining outcomes.Before you hire, ask yourself:
• What does success look like in 90 days?
• What decisions will this person own without me?
• What will no longer live in my brain?If you can’t answer those clearly, you’re not ready to hire.
You’re ready to design.The best hires don’t add activity.
They subtract pressure.And that’s when growth finally feels sustainable.
If you’re hiring right now, are you adding capacity… or just adding complexity?
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Panic Hiring vs. Strategic Hiring
Panic Hiring vs. Strategic Hiring
Hiring too early can hurt you.
Hiring too late can bury you.
Most founders don’t struggle because they can’t find talent.
They struggle because they hire at the wrong moment — for the wrong reason.
There are two dangerous hiring triggers:
1️⃣ Panic hiring
You’re overwhelmed. Things are slipping. So you hire fast to “fix it.”
But the role isn’t defined. Outcomes aren’t clear. And now you’ve multiplied the chaos.
2️⃣ Ego hiring
Revenue grows. The team expands. It feels like the next logical move.
But the role doesn’t create leverage. It creates complexity.
The right time to hire isn’t when you’re exhausted.
It’s when:
• You can define the outcome clearly
• You can delegate real decision rights
• You know exactly what should leave your plate
Hiring should reduce pressure, not temporarily distract you from it.
The goal isn’t growth for the sake of growth.
It’s building something that scales without breaking you.
If you’re thinking about hiring this quarter, ask yourself:
Is this role designed for leverage — or relief?
Because only one of those scales.
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The Hire That Looked Perfect
The Hire That Looked Perfect
It looked like the perfect hire.
Strong resume.
Confident in the interview.
Great culture fit.Three months later, I was back in every decision.
Client approvals.
Team clarifications.
Budget adjustments.Nothing moved without me.
The problem wasn’t the person.
It was the role.
We hired talent.
But we never defined ownership.No clear decision rights.
No protected authority.
No metric that was fully theirs.So every issue climbed back up the ladder.
Here’s what founders miss:
If authority isn’t explicitly transferred, it defaults back to you.
Hiring didn’t fail.
Role design did.Growth adds people.
Scale redistributes control.Quick question:
What decisions are still coming back to you that shouldn’t be?
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