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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Weekly Podcast 2
The Big Oxmox advised her not to do so, because there were thousands of bad Commas, wild Question.
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The Identity Shift No One Talks About
The Identity Shift No One Talks About
There’s a moment every founder hits that no one prepares you for.
It’s when the business is finally “working”
but you feel more tired than ever.
Revenue is up.
The team is growing.
Opportunities keep coming.
And yet, something feels off.
That moment usually isn’t about workload.
It’s about identity.
You’re still operating like the person who had to do everything.
Even though the business no longer requires that version of you.
So you stay involved where you shouldn’t.
You hold onto decisions that don’t need you.
You solve problems that are no longer yours to solve.
Growth quietly asks you to let go of an old role
before it hands you a new one.
Most burnout at this stage doesn’t come from the business.
It comes from refusing to evolve with it.
The hardest part of scaling isn’t building systems or hiring people.
It’s redefining who you need to be now.
If your business has outgrown the version of you that built it
that’s not a failure.
It’s an invitation.
And the sooner you accept it
the lighter everything else becomes.
