4 Lessons I’ve Learned From Slowly Firing Myself From Every Role In My Company

Early in my career, my ideas were endless and hunger insatiable.

As I started to climb the company hierarchal ladder and ended up in management positions, I wanted to do everything.

At one point, I was the person purchasing all the aircraft material for my company, cold calling prospects, developing vendor relations, traveling across the world to conferences and clients, cold calling key prospects, managing a few key accounts, doing all the marketing, managing our IT infrastructure, designing our website and burning out.

I did this for years.

Hiring is hard, but it’s not hiring that’s the problem. The problem is a severe case of controlitis and not hiring the right people for the right roles (more on this in a minute).

Trying to do everything negatively impacted my company for years.

Sure, it was the catalyst for growth and sustainability in many ways, but it’s also what slowed us down because I didn’t make my transitions fast enough.

The law of dimensioning returns showed up at my doorstep to slap me repeatedly until I woke up.

So, I decided to make myself obsolete from my company’s day-to-day operations. Here’s what I’ve learned so…