How exactly to transition from being truly a solopreneur to managing a team

I started my business as a freelancer, working from my bedroom and stocking products in the guest room. Almost every entrepreneur I understand started on their own, interacting directly with their clients as I did. When you go-it-alone as a business owner, it’s just you handling from accounting to sales.

Focusing on your own definitely has its perks. I had no-one to response to but myself, controlled my very own hours and had more freedom with my finances. However, working alone does mean you’re limited in terms of growth. Juggling so many roles simultaneously means you might not exactly have time to take into account strategy or new streams of income.

When I first started my business journey, I spent so enough time on administrative tasks that by the finish of the day I had no energy to be creative. Slowly, I found myself dreading the business enterprise I was so excited about, that was a bad sign. It had been i quickly realised that being truly a solopreneur, as liberating as it was, wasn’t going to serve me over time and I had to hire some help.

Growing from a solopreneur into a business owner owning a team requires several changes: from how you perceive work to new skill sets it is advisable to acquire. Below are a few steps to follow to create your journey smoother.

When I was overwhelmed and realised it had been time to employ help, I took a little break from work to evaluate my situation and determine what I needed to elevate it. I acknowledged my areas of weakness, strength, profitability and loss. I also examined myself as an entrepreneur, what sort of a leader I was and how I'd lead my team if they joined the business. The team needed to complement my skills and strengthen my regions of weakness. That way, I'd have room to give attention to my skills and be more imaginative with my business.

This self-reflection exercise is important because entrepreneurs often become so passionate about their business that they don’t want to admit if they are stuck and need help, or there are weaker areas of the business enterprise that need focusing on.

In addition to assessing your strengths and weaknesses, afterward you need to consider what tasks you want your brand-new team to take care of. When hiring, think about how each team member can help your business grow. Employees are valuable assets and could take your business far if they're equipped with the right skill set. That is why I constantly advise entrepreneurs to take their time when hiring. Just as you'll tread carefully when entering a fresh investment, make certain each new hire is sound and that you'll receive your money’s worth. Also, ensure any potential employees not merely possess the right skills but also believe in your business and share your passion.

The largest challenge I faced when growing my business was learning how exactly to trust others with tasks. I was very much accustomed to doing things by myself that I didn’t think anyone would know the way to get things done just how I did. Handing over tasks to my team, especially the ones that consumed the majority of my time and presented the largest challenge, freed up my mind and gave me time to develop the business.

Failure when you’re all on your own is so easier than when you have others involved. When managing a team, you should keep morale high. Your employees will be seeking to you for guidance, support and advice. As effective as they might be, accept that they could fail at certain tasks. In the end, they’re only human. Foster a learning culture, where employees can learn and grow from their mistakes.