You’re not bad at hiring. You’re just chasing a unicorn.
You want someone who can manage your calendar, write your newsletters, run operations, handle support, think like a strategist, execute like a machine, and work across four time zones—all for under $2,000 a month.
Here’s the hard truth: that person doesn’t exist. And if they did, they wouldn’t apply to your job.
So 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.
Hiring isn’t about finding magic. It’s about making tradeoffs. Clarity beats fantasy. Every time.
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What Travel Taught Me About My Business
What Travel Taught Me About My Business
I learned more about my business while flying to Panama than I do on most workdays.
Not from dashboards.
Not from meetings.
But from stepping away and watching what happened next.
One of the quiet measures of a healthy business is what happens when the founder steps away.
Not the highlight reel.
Not the revenue numbers.
But whether the wheels keep turning without constant intervention.
I was in Panama recently, and stepping away made this impossible to ignore. Travel has a way of revealing the truth. When you unplug, gaps show up quickly. Decisions stall. Questions pile up. Or… everything keeps moving.
The difference is rarely talent.
It’s structure.
Strong teams don’t need to be micromanaged. They need clarity, trust, and systems that allow good decisions to happen without waiting for permission.
Building that kind of business takes intention.
You design for absence, not heroics.
Because freedom isn’t something you take once the business is “done.”
It’s something you build into the model from the start.
If your business can’t run without you, that’s not a leadership failure.
It’s simply a signal.
And signals are useful, if you’re willing to listen.
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