Most founders I know don’t actually have one job, they have three. Or five. Or ten. I’ve been there myself: one hat for sales, one for operations, one for HR, and another for customer service (all before lunch)
What does that mean for hiring? Too often, when we try to hire in the middle of that chaos, we end up writing job descriptions based on our overwhelm, not on a clear map of the company. That’s why coaching systems like EOS, Bloom Growth, and Scaling Up all push leaders to build an organizational (or accountability) chart.
I used to think: how boring. Until I realized it’s not just a chart, it’s a mirror.
When I first drew mine, I suddenly saw:
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I was holding three roles.
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Some teammates were holding half a role.
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And some roles didn’t even exist.
Once that truth was on paper, I was finally able to play the jigsaw puzzle, moving responsibilities left, right, up, and down until every role made sense (and I had less on my plate).
Only then can you:
✔️ Write job descriptions that actually stick
✔️ Carve out tasks without leaving holes
✔️ Stop hiring “a warm body to do stuff”
Most small companies never do this exercise. But the ones who do unlock a level of clarity that makes scaling possible.
Have you ever done the organigram exercise? What surprised you most when you saw your company on paper?
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Episode 2 – CA State certifications for SB
The Big Oxmox advised her not to do so, because there were thousands of bad Commas, wild Question.
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Cop Land
The Big Oxmox advised her not to do so, because there were thousands of bad Commas, wild Question.
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Good Intentions Don’t Create Clarity
One of the hardest lessons in leadership is realizing that good intentions don’t translate into good outcomes.
You can care deeply.
You can work hard.
You can want the best for your team.And still create confusion.
I’ve seen leaders get frustrated when people don’t “take ownership,” don’t move fast enough, or don’t seem aligned.
But often, the missing piece isn’t motivation.
It’s orientation.People can’t own what they don’t understand.
They can’t move confidently when the goalposts feel invisible.
They can’t make good decisions without context.Leadership isn’t about being available all the time.
It’s about being intentional with what you communicate.That means saying things like:
This is the priority right now.
This is what success looks like.
This is how decisions will be made.
This is what can wait.When those things stay unsaid, teams fill the gaps with assumptions.
Assumptions turn into hesitation.
Hesitation turns into frustration on both sides.The leaders who scale best aren’t the ones with the loudest voices or the most answers.
They’re the ones who remove ambiguity before it becomes a problem.Clarity doesn’t slow you down.
It speeds everyone else up.If something feels off on your team, pause before fixing people or processes.
Ask yourself:
What might still be unclear?That question alone can change everything.
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I help founders find and manage the right remote talent so their businesses can grow without burning out their teams, or themselves.
Need support that actually works? Send me a direct message.
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