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How To Master Business Growth While Wearing Multiple Hats

No one knows how the phrase “wearing many hats” came to be, but many business owners have experienced it at one time or another, especially during periods of growth. If you find yourself wearing several different hats and trying to take a few off, this blog is for you.  

Strategy 1: Define & Document Your Roles  

This one is crucial. Without this first step, the next management strategies would be nearly impossible.   

Start by taking a good long look at the hats you—and your key employees—are wearing. Is it founder and CEO? VP of Sales? Marketing Director? Social Media Manager? Operations Manager? Whatever roles you’ve filled up until this point, write them down.  

Once those are documented, outline the different tasks associated with that role. For a founder & CEO role, this could include:  

  • Setting the company’s strategic direction and performance goals  
  • Building and maintaining relationships with investors, partners, and other key stakeholders  
  • Overseeing financial management and budgeting  

And for a marketing director, you could add tasks like:  

  • Conducting market research to identify target audiences and key trends  
  • Collaborating with sales & product teams to make sure goals align  
  • Develop and execute marketing plans and campaigns every quarter  

The goal is to end up with a list of titles and responsibilities that educate the reader, not intimidate them. You must clearly define the expectations of each role both day-to-day and in the long term. Be as specific as possible, removing technical jargon and corporate buzzwords.  

Strategy 2: Pinpoint What Success Looks Like in Each Role  

Once you have documented the many hats, it’s time to consider what success looks like in each role. After all, your goal is growing your business, not cloning yourself. You want whoever takes up these roles to add their unique insights. But you also want them to do their job well.  

To accomplish this, make policies, procedures, and clear measurements of success for each role. Take a social media manager, for example. Under policies and procedures, you could write:  

  • Establish guidelines for the type of content to be posted, ensuring it aligns with our brand  
  • Develop and maintain a content calendar that reflects an accurate schedule for all posts, campaigns, and promotions  
  • Stay on top of the latest features and algorithms of each platform, adapting strategies accordingly  

As for defining success, some examples include: 

  • Growth in follower engagement (likes, comments, shares, mentions)  
  • Increase in followers and impression counts over time  
  • Improved conversion rates from socials to website visits, leads, and sales  

Once you’ve documented the policies, procedures, and success parameters for each “hat,” it’s time to discuss systems.  

Strategy 3: Fix Your Systems First, and Your People Will Follow  

It’s easy to blame slow or nonexistent growth on how little help you have or how long it takes to train someone. But, often, the issue lies in systems that are too complex or nonexistent.  

As your company grows and you pass the hats to others, reexamine how you do things. Are your current systems helping your team? Does each team member know what processes to follow to achieve success? Are they intuitive and efficient? If the answer’s no, it’s time for new systems—ones that don’t require two doctorates to navigate.  

Be warned—it’s very easy to fall for the sunk cost fallacy at this point. Many companies double-down on something that clearly isn’t working because they’ve already invested so much time and effort into it. Wouldn’t it be a waste to start over?  

And our answer is no. Don’t be afraid to take a hard look at jobs, tasks, processes, and others that don’t contribute to success (or that you’re not doing well) and cut them out.  

Strategy 4: Invest in Getting Organized  

Once you’ve identified what systems work and what don’t, it’s time to invest in fixing them. One way to do this is to create a repeatable system for each team to follow. Let’s take a sales team, for example.  

  • First, define. What responsibilities does each team member hold? What is your ideal workflow for handling leads, following up with prospects, and closing deals? And what tools does that involve? Lay everything out clearly and concisely.  
  • Second, communicate. Establish clear communication channels so sales team members can communicate with one another and with you. Schedule regularly occurring team meetings and solicit feedback from the team. Listen to their ideas and weigh which ones are best to put into action.  
  • Third, execute. Once you’ve received all the necessary feedback, it’s time to implement your new workflow. Set up the tools your salespeople will need, establish guidelines for how they will use those tools, and set your objectives.  
  • Fourth, train. Make sure your sales team understands and is comfortable with the new tools and systems. And encourage them to continue providing feedback as you go! They’re your front lines, after all.  
  • Fifth, monitor and adjust. It’s important to keep an eye on how the new system is working. Give it some time; everything takes getting used to, but if there are still some challenges, be willing to make changes.  
  • Sixth, document and standardize. Once you’ve seen what the new system can do, it’s time to write it down so others can repeat it. Set a standard for your sales team to follow and keep your documentation current. 

Trust us, organizing your business’s operations will pay off in the long run, especially when it comes to scaling and productivity.   

Process Fixes Before Development Opportunities! Forty percent of employees would rather have you fix difficult processes than invest in their skill development.  

Strategy 5: Automate Whenever Possible.   

Approximately 600 hours of work a year is wasted on “work about work.” According to Asana’s Anatomy of Work report, the average employee loses 62 percent of their day to repetitive mundane tasks. That percentage will only grow as you grow unless you do something about it.  

One of the most essential parts of scaling is knowing what to automate and when. So, ask yourself two questions:  

  1. Can this be automated?  
  1. Should this be automated?  

Take scheduling meetings. Can scheduling be automated? Yes! Should it be? Also, yes! Scheduling is not a complicated task and doesn’t require a lot of specialized knowledge. We can automate that.  

But what about customer support? Can it be automated? Yes! Should it be? Answers may vary. A lot of customers use chatbots or knowledgebases for basic questions. However, just as many customers still prefer to talk to brands over the phone for more complicated issues.   

Our motto is if a task is:  

  • Simple  
  • Repeatable  
  • Unspecialized  

Then, there’s a good chance that task can be automated. Doing so will give your employees approximately three weeks back in their work year. And according to a recent survey, they’ll use that time wisely. Almost 80 percent of respondents said that they deepened customer relationships, took on more challenging projects, and learned new skills thanks to automation!  

Strategy 6: Delegate, Delegate, Delegate.   

When the right automation and processes are in place, it is time to start handing off your hats to employees capable of wearing them well. It’s time to start delegating your responsibilities. This can be difficult for many business owners, but it is necessary.  

Train them well and provide them with access to the necessary and required documentation to help them be successful in their role. Then, step back and trust the people you hired to do the job you hired them to do! Be there if they need you but give them a chance to make the hat fit perfectly.  

All the work you put in at the beginning will reduce the number of errors and help your new hires transition smoothly into their new roles. They know:  

  • What their job entails  
  • How to function for success  
  • What the expectations of success and goals are for their role  

It’s no wonder that 87 percent of workers with this kind of support feel more prepared to meet customer expectations than those without.   

Strategy 7: Never Stop Improving  

This strategy is woven through all the rest. As you grow and change, your needs will also grow and change – and your processes should reflect that. Here are a few steps you can take to make sure you continuously improve.  

  1. Review your processes annually (at least). See what has changed in your business and how your processes can evolve to address those changes.  
  1. Encourage feedback. Many employees and managers are afraid to offer constructive criticism from the “bottom up.” Ensure they know you welcome this kind of feedback and give them ways to provide it.  
  1. Listen to all feedback and act on it when appropriate. Don’t drop the ball on this one! Your front-line employees interact with your systems every day. Their opinions and feedback matter most. When you put that feedback into practice, your teams will be more engaged at work, more innovative, and more likely to stick around for a while. 
Infographic explaining the behavior management strategies for businesses

Need More Help with Your Hats? Our Growth Gurus at P2P Can Help!  

Our experts have been in business development for decades, and we’re ready to put that knowledge to work for you! From role documentation to system audits, together, we can establish management strategies that will help you grow your business well and sustainably. Reach out today to make our experts yours! 

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