Most founders hire too late. They wait until they're drowning, then bring someone in while exhausted, train them badly because there's no time, and conclude that "good people are hard to find." The problem wasn't the people. It was the timing.
The logic feels sound — I'll hire when I can afford it — but it's often backwards. You stay stuck doing $30-an-hour tasks because you can't free up the time to do the $500-an-hour work that would pay for the hire. The cost isn't the salary. It's everything you don't do because you're buried.
The shift is to hire for the business you're building, not the one you have today — and to hire a little before it's comfortable, so you've got the breathing room to bring someone in well.
That doesn't mean reckless. It means deliberate: knowing which role unlocks the most of your time, and building the systems (see issue 2) so a new person can actually succeed.
Knowing when and who to hire as you grow — and how to lead them once they're in — is a thread that runs through both the Grow and Scale courses.
Unsure which stage you're hiring for? The free Business Stage Assessment will point you to the right next move.
Annie
More from Nexus Business Management at nexusbusinessmanagement.au →