If you’re reading this, chances are you’re a solo entrepreneur who’s built your business from the ground up (and maybe feeling a bit of pride—and a lot of exhaustion—about that). You’ve reached a point where the workload is more than one person can handle, and you know it’s time to bring someone else on board. Maybe that’s for editing, updating your social media, or helping with sales and customer support. But the thought of hiring your first employee? It’s both exciting and downright terrifying, right?
I get it. The idea of letting go of some control, of trusting someone else with your baby (because let’s face it, your business is your baby), can feel overwhelming. But I’m here to tell you that this transition, while challenging, is one of the most rewarding steps you can take for your business’s growth.
The Emotional Journey of Finding the Right One
Finding the right one is tough. I know from experience. When you’ve been running everything yourself—managing client relationships, overseeing every detail of your shoots, and ensuring your creative vision comes to life—it’s hard to imagine anyone else stepping into that role. You might worry, “Will they do it as well as I do? Will they understand our vision?” came to me after just a week
Trust me, I've been there more than once. I've made some great hires, and I've had my share of misfires. Just this year alone, I brought on three new team members, and unfortunately, none of them worked out. In the past two years, two other hires didn’t pan out either. But the ones who did stick around are still with me, making a difference every day. I once offered a senior position to a talented photographer, only for them to come back a week later and say, "I'm not ready." Another time, I trained a trusted employee to be my second-in-command, only to have them quit unexpectedly. It was a wake-up call. Not everyone is ready to take on more responsibility right away, and that's okay. The key is to start small and gradually build that trust. It’s not about finding someone who can do everything you do (because, let's face it, no one can), but about finding someone who can grow into their role and support your vision.
Building Trust in Your New Hire
Building trust starts with having a clear expectation and process. We’ve spent a lot of time creating a standard process in our studio—one that clearly defines roles and ensures everyone knows what’s expected of them. Transparency is crucial. When everyone knows who is responsible for what, it’s easier to build trust because there’s no confusion, and no finger-pointing (and believe me, that can be a game-changer).
But here’s the thing: while processes are essential, it’s just as important to remember that your new hire is a person, not a cog in a machine. This is where I like to apply what I call “gentle parenting” in business. Yes, we have expectations, but we also recognize that everyone has their own pace. We support our team members as they learn and grow, rather than pushing them to the breaking point. (After all, a happy team is a productive team.)
Understanding Gentle Parenting in a Business Context
Gentle parenting is all about guiding, nurturing, and supporting children with empathy and respect, rather than using authoritarian or overly strict methods. When applied to a business setting, gentle parenting translates to creating a supportive and understanding environment where your team members can grow and thrive.How Gentle Parenting Applies to Your First Hire:
- Empathy and Understanding: Recognize that each employee has their learning curve. By being empathetic and patient, you give them space to grow without overwhelming them.
- Clear Expectations with Flexibility: Set clear expectations for your new hire, but remain flexible in how they achieve them, showing trust while holding them accountable.
- Building Trust and Confidence: Create an environment where your new hire feels supported, fostering trust and encouraging them to take initiative and grow.
- Long-term Development over Short-term Results: Focus on your hire’s long-term growth rather than just immediate wins, ensuring they contribute to your business’s future success.
Establishing Clear Communication Channels
Communication is the glue that holds everything together. And when you’re transitioning from working solo to managing a team, it’s even more critical. One-on-one meetings have become a cornerstone of our approach. These aren’t just performance reviews—they’re opportunities to connect on a personal level. Sometimes, we talk about their aspirations, their personal goals, and how they see their future within the studio.
This practice helps build trust and ensures that we’re not just managing employees but nurturing relationships that can lead to long-term success. Plus, it creates an open environment where your new hire feels comfortable sharing their thoughts and concerns. And let’s be honest, when communication is open, everything else just works better.
One-on-One Meeting: A one-on-one meeting is a regular, private conversation between a manager and an employee, designed to discuss work progress, address concerns, and build a strong working relationship.
How to Manage a One-on-One Meeting:
- Schedule Regularly: Set a consistent time for one-on-one meetings, whether weekly, bi-weekly, or monthly, and stick to it to show that these meetings are a priority.
- Prepare in Advance: Both manager and employee should come prepared with topics to discuss, including work updates, challenges, and personal development goals.
- Create a Comfortable Environment: Ensure the setting is private and free from distractions, encouraging open and honest communication.
- Listen Actively: Focus on what the employee is saying without interrupting, and ask follow-up questions to show genuine interest.
- Address Both Work and Personal Goals: Use the meeting to discuss not only work performance but also the employee's career aspirations and personal development.
- Provide Constructive Feedback: Offer balanced feedback, highlighting both strengths and areas for improvement, and collaborate on solutions.
- Document Action Items: After the meeting, summarize key points and agreed-upon actions to ensure follow-through on both sides.
- Follow Up: Check in on action items and progress in subsequent meetings to keep the conversation ongoing and productive.
Developing a Leadership Mindset
Stepping into a leadership role requires stepping out of your comfort zone. As a solo entrepreneur, you’re used to handling everything yourself, but now it's time to empower someone else to share that responsibility. This shift is crucial for your business's growth.
One way to ensure a smooth transition is by adopting the "hire slow, fire fast" strategy. Take your time to find the right person—someone who not only has the skills but also fits the culture of your business. However, if a hire isn't meeting expectations, it’s important to act quickly. When you understand your business inside and out, you can confidently make the tough calls, ensuring your decisions always support the long-term health of your business.
Tip: Don’t hire your first full-time employee the moment you’re overwhelmed. Instead, start with contractors who specialize in specific skills. This allows you to manage the immediate workload while finding the perfect fit for your core team.
Hiring Contractors: A Strategic Choice for Specific Needs
Hiring contractors can be a smart move when you need specialized skills without the long-term commitment of a full-time employee. They’re typically more expensive, but they offer immediate expertise, saving you time on training. Contractors are ideal for roles with clear, short-term objectives—like accounting, social media management (not marketing strategy), or second shooters in photography—where you need results without the need for deep integration into your business.
However, it’s crucial to keep your core services in-house, especially those that directly impact your brand’s identity, such as editing or client-facing roles. These core areas require a deep understanding of your business’s vision and long-term goals, something that’s harder to achieve with contractors. Use contractors to complement your team, but protect the roles that define your business’s unique value.
Ready?
Hiring your first employee or outsourcing some work is a big step, and it’s okay to feel a little uncertain about it. But with the right approach—letting go of control, building trust, establishing clear communication, and embracing a leadership mindset—you can navigate this transition successfully. Remember, the goal isn’t just to lighten your load, but to find someone who can grow with your business and help take it to new heights.
So, take a deep breath, trust the process, and know that this journey from solo to team is one of the most exciting and transformative experiences you’ll have as a business owner. And when done right, it can lead to incredible growth—not just for your business, but for you as a leader as well.
Ready to take the leap? Start by assessing your immediate needs—whether it’s hiring your first employee or bringing in a contractor to handle specialized tasks. Your business’s next chapter starts with this step, so make it count.
