The truth is, pretty much every client that I’ve ever coached has had a similar horror story to tell.
It’s not even that they’ve been doing the wrong things. Often, they’ve got a great team, and they have built some solid systems and processes along the way.
It’s just that despite having done all of that, they’re still left with too much work … work that only they can do. And it’s not like they are making enough money to hire the kind of high-level support they think they really need … though at this point, they’re usually not really sure that would help, either.
(Some other time, maybe I’ll tell you about the client who came to us having hired a high-level Integrator / Project Manager / Ops Manager four different times, only to end up right back where she started … just with a bit more gray hair and a lot less money in her bank account).
And so people like Amy … people like you … spend hours trying to tell team members what to do, never mind all the time and effort you put into systematizing and automating things beforehand.
The question is:
Why does this happen?
I’ll tell you how Amy’s story turned out in a little bit, but for right now I want to dig into this a bit deeper.
Because when you peel back the layers, all of these scaling issues come down to one simple thing:
Even after systematizing, automating and delegating, if your delivery model still requires you to be personally involved with every client …
Whether that’s to create the systems, build the automations, or delegate the work to your team …
Then you’ll never be able to take on more clients than you can personally handle.
Now, I think we all get that if you want to be able to keep the personal touch in your work with clients, there’s only so much that you can systematize and automate.
But the problem with delegation is a bit more subtle …
See, as Breanne likes to remind anyone and everyone who will listen … the word “delegate” is a verb: