Opinions expressed by Entrepreneur contributors are their own.
When you start a business, you are all in. This is true for many entrepreneurs – and I know it was for me. I committed to making every decision in every project. I dealt with every problem and dealt with all problems.
For a team of five, this was manageable. But as the team grew, I realized that if I kept working the same way, I would not only hold us back, but burn myself out. Business leaders reach the same point and face the same challenge of moving from being hands-on to building a team that can run the business with them.
This is when I reached a difficult but necessary turning point. I had to step back so others could step up. It wasn't as simple as that passing tasks — is learning to distinguish when you are needed and when you are not. It's a shift every growing leader must make, and it can feel like a leap. But it's the dance that makes real growth possible.
Related: I'm a Leadership Coach – Here's a Mental Exercise Every CEO Should Try When Feeling Tired
Transition from doer to leader
In those early days, every decision felt crucial and personal to me, and maybe it was. As a founder, you are doing everything and it seems like you are leading every success. For a small business, this hands-on approach creates amazing results and real momentum. But if you want to scale, you have to start trusting others to share responsibility.
This change took years for me to feel comfortable with. Moving from an operator role to a true leadership role required a significant shift in my mindset. It wasn't easy because my business felt like an extension of myself. Letting go, even a little, can feel like you're losing control or compromising quality. But over time, I came to realize that real control—and real growth—happened only when I let the right people take the reins in their areas of expertise.
Related: How to delegate effectively without destroying your team
Building trust and competence in the C-Suite
When building an executive team, look beyond resumes. You need people who have the skills and credibility to own their roles. The right team members don't wait for instructions; they come up with ideas, treat the company's success as their own, and bring a real commitment to realizing the vision – it's not something that happens overnight.
Once they are on board, knowledge transfer starts immediately and you need to give them the space to make decisions with confidence. Faith does not mean micromanaging or interference with the first error. Give them the freedom to learn, grow and occasionally slip up because you know they are moving towards the same goal.
I now have seven managers reporting directly to me. Getting them up to speed took a lot of time, patience and constant communication to ensure knowledge was fully shared. It wasn't enough for them to know “what” to do – they had to know “why” we do things a certain way.
This approach requires consistent mentoring and sometimes a fair amount of trial and error. Over the years, I've seen that the more you invest in understanding your team's business, the more they can take initiative, do smart decisions and drive results that reflect the company's values and objectives.
Overcoming challenges in delegation
Delegation forces you to completely change your role—it redefines your focus as a leader. Many entrepreneurs must realize that involving themselves in every decision and maintaining that level of control is a barrier to growth. Let others lead parts of the process so you can create a stronger, more adaptable business that works with or without you.
Now that you have your leaders, another challenge is building a solid team. It's not cheap, and the cost isn't just in their wages – it's also time and energy it takes to get them fully on board. Hiring top talent may seem like a lot of money out the window, but trust me, this investment pays off tenfold, as it did for my business. Your A-Team will take over tasks, innovate solutions and relieve you of the day-to-day work.
Additionally, if your team feels supported in their roles and has clear paths for advancement, they are more likely to invest in the long-term success of the company. It's part of building a company culture where every member feels empowered to grow and develop others.
Scaling on purpose
Scaling a business is as much about people as it is about profits. As entrepreneurs, we often hold fast to our original ways of working, but real growth means evolving with the times and the business. If you're serious about scaling, take a moment and ask yourself, “Am I empowering my team to make decisions and drive results, or am I still holding all the reins?” All of these processes may seem like extra steps, but they are what every business leader needs to do to get there.
Remember, delegation means creating a culture where leaders at all levels are committed, engaged and ready to take the business to the next level. When you delegate with purpose, you're growing a business and building something that can stand the test of time.