Leverage for Growth Podcast

Episode 76: Empowering Your People In Order to Grow

Episode Date:Apr 25, 2023

In this episode of Leverage for Growth, Jesse Gilmore talks about empowering people to run parts of a company in order to grow a business. He discusses the problem of perfectionism that holds people back from delegating work to others, and how this prevents team members from having the autonomy and support they need. By transitioning from a manager to a leader, entrepreneurs can empower their people and focus on their own core strengths. Gilmore encourages listeners to identify where they have not been empowering their people and to take action towards change.


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Show Notes

Episode Transcript

Jesse P. Gilmore:
You are now listening to Leverage for Growth. Hey everybody, this is Jesse B. Gilmore, founder of Niche in Control and creator of Leverage for Growth. Welcome to the daily leverage edition. Today’s topic is this, empowering your people in order to grow. Sit back, relax, and welcome to today’s daily leverage. So this morning I was doing my morning routine of stacking and reflecting on a live stream that I did last week on the five main obstacles holding six-figure agency owners back from seven figures. And today, I’m going to dive into the fifth or main obstacle. As many times these obstacles are things that people have come to accept as normal and are really unaware of the actual problem. And so let’s solve that today by talking about when you are not empowering your people to run whole parts of the company. So the problem is that a lot of times when you’ve set up these systems, if you’ve listened to the previous episodes where regaining control of your time and getting everything out of your head, moving into a scalable and profitable offer, and then taking that to the market and booking appointments using client attraction strategies. Now you’ve gotten to a point where empowering your people is basically the most important thing. But a lot of times, perfectionism is what holds people back. The problem is, is that when you delegate work to others, you feel as though you have to look over their shoulder numerous times to make sure it’s done right the first time. or when something goes wrong, then you jump in to fix it. And you’re not really allowing people within your organization to really have the things that they need the most, autonomy, support, structure, and a direction of where to go. And ultimately you have to switch out of the mindset of just simply managing and start to lead. Because ultimately when you hire really, really good people. to work for your organization. They ultimately, especially if you are a six figure agency trying to get to seven figures, basically you have an understanding that those people that you’re hiring in the way beginning are there for growth. They’re there for development, right? And you actually do them a disservice when you don’t allow them to make decisions for the business, move in a different direction and be able to rely upon performance. And when you keep on jumping in, you’re not really empowering them to be at their optimal state. And the pain of this is basically where everything becomes based around you. And instead of it being like client fulfillment and having everything in your head, it’s more based around the understanding that your role has to change in order for you to grow. Which means that you basically have to lead leaders and develop leaders within your organization. And without doing this, you ultimately start to squash their ideas of development and growth. For high achievers, this is the fastest way of having the high achievers within your organization leave for some type of job that is actually giving them what they’re needing. And when you make the switch and you realize that the most important thing that you can do once you’ve built the entire system is to empower your people, you can actually start to transition into the role that you’re meant to be. And within your organization, you can find, you know, based around your core strengths and what is needed within the business, you’re able to make this shift towards filling the role that’s actually needed. And originally in the business, it usually starts off as client fulfillment is kind of like your main role. Then you figure out that you get everything out of your head. You have other people start doing that work for you. and you transition into an elite marketer, and then eventually it’s the chief salesman. And being able to move throughout these different roles within your organization allows you to have a vision for the future and also not get bogged down by the minutia of the business. And so ultimately you get to a certain point where the most important thing for you in order for you to grow is to empower your people. So why is this important? Many times as entrepreneurs and founders of organizations, we have an emotional attachment to the business. If the business receives reviews that are either positive or negative, our emotions go along with it. And when team members are not able to do it at the same level of quality as we would expect it ourselves, we feel emotionally attached to that outcome and it pulls us back into, you know, really trying to take over their role. when in actuality they need more of a leader and a coach rather than a micromanager and you to be a subject matter expert. And when you realize that your role as an entrepreneur is going to change, especially during the six figure to seven figure, kind of jump or rocket ship, you’re gonna change your roles multiple times. You have to be willing to embrace a new future and this comes from empowering your people. And by doing so, your vision starts to become more of a reality. So now it is time for the daily leverage. Where in your world, in your business, have you been not allowing others to have autonomy or to fail and you’re jumping in to kind of fix mistakes and you’re not allowing that role to kind of shift? Is it in your client fulfillment? Is it in your marketing? Is it in your sales? Where is it within your business? And once you’ve located where you have not been empowering your people and you know what you need to change, my question to you is this. What are you willing and able to do about it today? That is the end of the Daily Leverage. This is Jesse P. Gilmore. You’ve been listening to Leverage or Grow with Podcast. If you’re enjoying these daily leverage and agency leverage episodes, make sure to subscribe on Apple or Spotify now.