If you don’t know what you really need, you’ll hire the person you like most.
I’ve read hundreds of small business job descriptions, and 95% make the same mistake: they’re more of a wishlist than a job description.
A typical one looks like this:
We want someone who can:
-
Manage the calendar
-
Write the newsletters
-
Run operations
-
Handle support
-
Think like a strategist
-
Execute like a machine
-
And work across four time zones
What’s the problem with that?
It mixes six completely different skill sets: administrative, creative, operational, technical, strategic, and customer-facing. That’s not a job. It’s a fantasy.
If someone like that existed, they’d already be running their own business, not applying to work for yours.
Here’s what to do instead:
1️⃣ Write down everything you wish this person would do.
2️⃣ Circle the three most critical things.
3️⃣ Build a role around those, not all seventeen.
Once you’ve found that person and developed a good rhythm, go back to your list, see what’s still open, and hire the next person.
Hiring isn’t about finding magic. It’s about making trade-offs and slowly building a team that can cover all the tasks you want to delegate.
Focus beats fantasy. Every time.
-
When Losing a Client Feels Like a Win
I lost a client, and I’m actually happy about it.
Let me explain.
A while back, we placed a fantastic team member with what is now our former client. She did such a great job from day one, showing perfect culture and role fit, that they decided to hire her directly.
Yes, it happens in outsourcing. But here’s what really bothered me: poaching talent doesn’t just break terms. It breaks trust and destroys culture.
I believe the most valuable thing a business owner has is their reputation with clients, suppliers, and teams. Breaking terms sends a signal to that employee and to the rest of the team that shortcuts and small acts of dishonesty are acceptable. In the long run, that erodes trust and damages both the business owner’s and the company’s reputation.
Great cultures are built on respect and integrity.
And if a client shows us they don’t believe in that, then we’re simply not a good fit.Because without values, there is no partnership.
What do you think? Does a little cheating corrode team and company culture?
Please follow and like us: -
The Cost of Every Yes
The Cost of Every Yes
The most dangerous word in a growing company isn’t “no.”
It’s “yes.”
Yes to one more client.
Yes to one more feature.
Yes to one more hire.
Yes to one more “quick favor.”
At first, it feels like momentum.
But unchecked “yes” creates:
• diluted focus
• confused teams
• overwhelmed leaders
• and blurred standards
Growth doesn’t usually break companies.
Overcommitment does.
Mature businesses aren’t built on how much they can say yes to.
They’re built on disciplined restraint.
The founders who scale well ask different questions:
Is this aligned?
Does this strengthen our core?
Do we have the capacity to do this well?
What are we saying no to by saying yes?
Clarity isn’t just about direction.
It’s about boundaries.
The strongest teams I’ve worked with don’t chase every opportunity.
They protect their lane.
Because focus is a leadership decision.
And every “yes” has a cost.
Please follow and like us:
