How To Hire Help Without Wasting Money

One of the most unexpected parts of my journey in being a successful business owner that I fully was not prepared for was hiring and training and relying on any sort of staff or labor to support me and the business. And it's already, like, a scary concept in the first place, right? Like, I think, like, the traditional things that we all grow through when it comes to this topic is, like, how can I trust somebody to do my social media as well as I do, right? Um, I think that that's, like, the main big thing.

Like, how can I make sure that I don't have to micromanage this person? How do I make sure that I get a return on investment from this person? How do I even find the person? Like, all that stuff, like, yes, is very uncomfortable and, like, not fun to have to deal with, and it holds you back from doing it.

But then when you actually do it, there... I did not... I got fully, like, smacked in the face with, like, my lack of experience and understanding when it came to how t- to actually effectively lead a team and get the most out of a support staff member. And I wanna be clear here that in this episode today, I'm gonna be talking about hiring support staff and, like, what that actually looks like, if you're ready to do so, how you go ahead- uh, go ahead and do that in the best way possible, how to ensure your return on investment, all that good stuff.

We're gonna be covering it with you today, my friends. I wanna be clear that this is about support staff. And when I say a support staff, I am talking about people who aren't necessarily generating revenue directly in the business. So, from our perspective as a beauty industry or a salon, whatever it may be, um, a- a money-generating operator looks like a stylist behind the chair.

It could possibly even maybe look like an assistant in one way or another, but what I'm more talking about, let's say, from a lo- a salon perspective is, like, a receptionist, um, or I'm talking about, like, a virtual assistant or a social media manager. Like, that's what we're gonna be covering in today's episode, and it's something that I wish that a lot more six-figure beauty, uh, uh, business owners had on their radar or thought about as a long-term goal, because there is- at a certain point, you only have so much time to do the highest leverage tasks in your business or to be as consistent in them as possible. Or once you get to a certain price level, it's gonna require a higher volume of leads to be able to actually get more people in who are willing to pay those prices, and that requires more consistent effort. And so therefore, like, hiring that out can really compound all of that for you, so that way, you can consistently maintain your success and actually grow the business from all angles.

But as I've illustrated a little bit already, it is something that, first off, has a lot of fear and weirdness before you even do it, and then when you actually get into it, you learn hard lessons very quickly, such as I did. I even got to a point where I hired a manager to, like, handle all of that for me because I was so fucking sick of figuring it out myself. And it wasn't until I really got some true hardcore leadership training and skills that I then was like, "Okay, I actually don't need a manager. I can handle this."

And the goal, and I actually just talked to somebody, um, who was on a call with me this morning about this, the goal is that you become such a good leader, you become so good at hiring, that you no longer have to manage, that you know for a damn fact that these people will do a better job than you or do a great job than you from their own self-motivation, not because of what you have done or how you've taught them or whatever it may be. That is the goal, and that is how you truly experience, like, getting a true ROI on your investment with support staff And for example, Jodie works with me and does a lot of my marketing. Jodie is in a space in which I very much trust her opinion. I am almost never micromanaging her.

I, like, Jodie, I mean, it's maybe, like, once a quarter I reach out to you, and I'm like, "Hey, I saw if that," dude Yeah. I reach out. I'm like, "Hey, I saw this post that went out, and, and we maybe need to make this one adjustment or something like that." And, like, would you agree with me?

I think even less than that, actually. Like, I think it's maybe, like, once annually, like, and then sometimes I'll, like, shoot something over, and I'm like, "Can you just look at this before I put it out" kind of thing- Yes. if I'm, like, unsure of something. So, yeah, totally.

Dude, and that's the thing. Now at this point. And that's the thing, right? Like, I- like, like, Jodie is so fucking good that I know that whatever she puts out there is going to be fucking great and even better than what I could have done myself.

And that is the goal of hiring support staff, is to hire somebody so fucking good that you basically don't need to micromanage them or manage them, and you fully trust them even more than you. That is how a true company actually scales and grows and how you as a leader can actually take a step back. It's not by hiring somebody who just comes in, and you're telling them exactly what to do and how to do it. It's by adding people who are actually gonna add more value to the company, but it requires you showing up as a great leader, understanding your own company and your own needs, what role you're gonna be hiring for, um, and being able to understand and track, like, am I getting my ROI?

And so I'll be sharing with you guys, I just did a full-blown, like, advanced, in-depth master class with our mastermind members because a lot of them have hired support staff or are in the middle of doing so right now, and I wanted to break down with my years of experience at this point and, like, very hard lessons, I wanted to break down what this looks like, how it's effective, and all that good stuff. So, that's what we're gonna be sharing with you guys today. So the first part of just hiring support staff is figuring out, like, what you're actually hiring for.Okay?

And so, I say that you need to find, like, what the gap is that you're kind of trying to fill, all right? And so, in my experience, I s- find, like, there's three types of gaps. There's the volume gap, where it's like, if you did more of it consistently, it would grow the business even more. Mm-hmm.

So for example, let's say that you're posting on social media as much as you are right now to the capacity that you have. But you know if it- if you did it more than what you're already doing, then you would absolutely grow even more. You're just capped out at the amount of things that you can already do by yourself, right? Then, we have low leverage tasks.

So, these are things that are just maintaining the business instead of actually growing it. And the reason why it's very important to fill in this gap is because you, as the leader of the business, your time and energy and focus should be spent in the highest leverage task, which looks like networking, overall new spaces and ways of growing. It should be just giving a great client experience. It should be taking education and being able to actually execute and implement it.

And every time you- every time you spend any second doing things that are only maintaining the business, such as client communication, bookkeeping, whatever it may be, you're actually just m- flat-lining it, and you're just staying the same. And your time could be spent in a much better way that actually grows the business instead of just maintaining it. So, those are the low leverage tasks. That's, like, one of the gaps that we could have.

And then, a skillset gap. A skillset gap looks like there's something that the business needs that you genuinely can't or shouldn't learn yourself. So, this could look like b- like an accountant, right? Like, this is somebody who has a lot more expertise than you, and, and somebody where they will absolutely, by far, always do a much better job than you in this space.

And I would rather you spend time- spend more time working, making the money to pay for somebody to do this, so that way it's done much better than you can do it, right? So, an accountant is a really great example of this. I mean, you're probably gonna save a little bit more on taxes. You're gonna make sure that you're legally aligned, all of those good things.

So, we have the volume gap, the low leverage task gap, and then the skillset gap. And you wanna figure out what- when you audit yourself, and when you're thinking about all the different things that you have going on in your business, which one of these gaps do you have right now for the specific thing that you may wanna hire for? If it's volume or if it's low leverage tasks, so if it's things that if you did more consistently or if it's things that are just maintaining the business, I think it's very important that you ask yourself first, have you tried to first systematize it and automate it yourself before you start to hire it out? Because I bet you that there's a lot more- a lot more work that we could do to make it so that stuff was either completely off of your plate and delegated to technology or making it so when people do spend their time, or when you spend your time actually doing this work, that there is a- that it's as streamlined as possible for you to be able to do it.

So, is there a standard operating procedure for how you go about doing whatever this task is? And let's say it's social media batching, right? Let's say that it's, um, s- uh, uh, uh, converting in DMs. Let's say, like, it's, like, sales conversations in DMs, like, trying to book a high leverage client into your chair, and you always go back and forth with them.

Like, are there documented processes? Are there templates? Are there- are there, uh, uh, checklists? Are there specific ways that you go about this?

Or is there ways that you can save time doing those things as well too? So, streamlining and automating as much as possible first. And the reason why is because, first off, you may be- be able to find that you don't even n- need to hire somebody to do this. You may be able to pay a whole lot l- less money to technology to do this for you consistently, uh, the way that you want them to do it, versus having to spend a lot more money on a human, who is much more- l- uh, who is much less reliable and a lot more expensive.

And so, it may even take the hiring out of this completely and allow you to save a lot more profit and still get this stuff off of your plate. The other reason why is because, let's say that you do wanna hire a human for this task. A bad system with a human taking care of it for you is just an expensive bad system, right Right. So like- Mm-hmm.

anytime you have a human being who's carrying out this task that's not already lubricated and already as delegated and easy as possible, you're just probably going to pay a human to just have to deal with that shittiness the same way. And i- it's not going to actually get you a great return on your investment. And now, a word from our sponsors. When I went out on my own as a hairstylist, I quickly realized that running your own business is more complex than most people anticipate, right?

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So, I think that's, like, so true.Absolutely. And this also brings me to, like, if you have a skill set gap, what I would encourage people to do, and, like, similar kind of theme is, like, have you kind of tried it yourself? Have you tried to streamline it yourself?

H- is it already working yourself a little bit? Now with the skill set gap, there's just a little bit of a difference where it's like, have you at least tried it yourself? Or have you at least, like, t- li- have you at least tried to educate yourself as much as you possibly can with it? So that if you're hiring for it, that you know what to look for, and when you're having conversations with this person who you're gonna be hiring, they're productive conversations that you can actually understand.

Again, the accountant example. It took me a long time to understand most of the things that me and my accountant are talking about, and I'm still getting, like, confused with the things that she talks about. Like, every time I think I got it, like, I don't got it. But I have so much experience talking with her at this point.

I have a lot of education myself, just from doing my own research about, like, tax things, and, like, my own finances and all this stuff, right? And so now, me and my accountant are able to have more productive conversations, and I find myself being able to challenge her to do more things for me that are very helpful for me, that maybe she would not have brought to the table. But s- in, in that same vein, again, it goes back to you wanna have people in your corner who are actually gonna bring these things to you. For example, m- uh, Michelle will bring th- m- Michelle's Cook, CPA, she will bring things to me that I didn't even think about bringing up, right?

Or Jody will bring ideas to me that I hadn't even thought about before. And so that goes back to just hiring a person of quality, right? And so we'll talk about that soon. But you having even just a shitty, like, like, like beginner, amateur understanding or experience with it will just set you up for a lot more success when you're actually hiring for it, because you know what you're hiring for, you know what to look out for, and you'll get more out of the hire that you're working with, whatever it may be.

Right. The next part about this is defining the actual role that you're going to be hiring for. So now you know the gap. Now you know what, uh, thing that you want to delegate in one way or another.

Now we need to actually define, like, what is this person, and what are they going to be doing for you? So, you wanna define, like, what is this person actually gonna be delivering for you? What is the, uh, uh, performance or the KPIs that you want them to own or improve? And that'll be really important for you to be able to help understand if you're getting, like, an ROI on this person.

Like, like, if you know, like, I am hiring this person so that I can get a 20% increase in my new client requests, now you're able to be very clear as to who you're hiring, first off. And then, also, if that's actually true, and if the amount of money that you're investing is actually working for you, and es- actually succeeding in that goal. It also helps you kind of understand how much is it worth it for me to pay this person, because then you're able to quantify, okay, if I'm hiring for this goal, and I'm confident that this person can get there, then it's worth me paying this much money, because it gets me this much money in return. Yeah.

So, you wanna lay out, like, what that success actually looks like with this role, and who would be the best fit for this role. Now, I think there's two types of hires. I thin- and I've- I've talked about it a lot throughout the beginning of this episode. I kind of dial it down to this in my experience.

It's like, I- and for lack of a better term, I still don't have, like, a good term for these, okay? I think that there's an initiative hire, and there's, like, a linear hire, okay? And these are the type of people that you may hire, all right? An initiative hire is somebody like Jody.

It's somebody who has better ideas than you. They already have a fair bit of experience in the role. They're more held accountable to KPIs, or held c- accountable to KPIs at all. They primarily are there to grow the business, so they're actually working on things that actually make you money.

And they also get you time back as well. They normally require less training, less micromanaging. But, of course, they normally require more pay. They're a much more- they're a larger investment, because they have more experience, they're proven, and they're able to do things better than you, right?

And then, we have the linear role, the linear hire, where I kind of, for a lack of better term, call this, like, a TaskRabbit, almost, where it's like, this is somebody who you already have a system that works, and you're just having them follow it and do it. Now, there's absolutely room, time, and space for this person. Like, there truly, truly, truly is, especially if this is your first hire, or w- this, the thing that you're hiring out for, like genuinely this would be a good fit for. Um, but this person is probably going to be more affordable.

They're probably going to require a little bit more training upfront. They're not going to bring ideas to you very often. They're gonna be, have to be told exactly what to do. But if you have a pretty strong system that you're handing this person, and they're able to just follow it step by step by step, they're getting you a lot of time back.

And so if that time is very valuable to you, and you get it back, then you're able to invest it in other things. And then therefore, this hire doesn't get you direct return on investment, but they get you long-term return on investment, because that time back is so valuable in being able to grow the business. So, we have the initiative hire, more expensive, there to primarily grow the business. And normally, there's certain KPIs that, that you have in mind for this person to be able to actually improve or set goals for.

Versus a linear hire, I'm gonna just throw out there, like, a receptionist, right? Like, a receptionist is there to be able to manage client communication, and to be able to get people booked. That is something that you could look at as, like, a linear hire, something that's getting you time back, not necessarily growing the business. But a linear hire can tur- and that type of person can actually grow into an initiative role, depending on how you set up the role, what their responsibilities are, but also how long that person stays with you and how much they grow within it.

Like, I know that I absolutely have people who I hired as linear hires, who, like, just, here's the system, here's the task, and they just get it done exactly how I tell them to do it. But then eventually, they're working with me for so long, they understand me so well, and I grow as a leader, and I understand more of what I even need in my business. And then that person now I'm able to trust with coming to me with ideas, or going- they go above and beyond, because now they have so much experience in the role, and they know what needs to happen for it to happen better and smoother. And so it can grow from, like, this space into something that is even better for you.

And that's a beautiful thing for you as a business owner if you want to start off a little bit more affordable and maybe grow with this person, and this person grows with the business eventually.Yeah. Do you have any thoughts on anything I just shared, Jodi? No, I, I agree with all of that.

I actually like those names a lot. I've never heard it put quite like that, and I think that's a really good way of, um, describing it. And I guess my only other thought is, yeah, I think classifying it correctly is so big, 'cause just like with the business I'm in, I've had a lot of times where people come to me and they're dissatisfied with previous experiences with, like, a social media manager or marketer- Mm-hmm. but they've very much done what you said, and they've kind of, like, put a linear person, but without a really great system, into that role, and then been disappointed.

So, I think having the clarity of, like, what it's for, what's the goal, how do you measure if it's working is huge. Yeah, dude. And being very, especially if you're gonna working, gonna be working with a contractor, which is 90% of the time while we're talking about it- Yeah. in this circumstance, unless it's, like, an in-person salon receptionist.

A lot of the times, that person has their own business, their own packages that they're gonna be offering you, right? And so, you need to be very clear on, like, is this person working with what my wishes are, or is this person being held accountable to coming up with the ideas that are actually going to be growing the business, right? Yeah. Like, those are two very different promises.

Like, and a lot of social media managers will very much, like, say and be open about, like, "I am here to post the way that you want me to post. I'm not here to be able to grow your business." But normally, more maybe expensive ones or more experienced ones, they will actually take on the challenge of being, like, your CMO, you know? So it's like- Totally.

you really need to get very clear on, like, on, like, the type of person that you're working with and what they're willing to do for you and what they're promising you upfront, and you need to be clear on what you actually need right now and what you're willing to invest in for it. Yes, and aligning those expectations with that investment, for sure. Very much so. And going back to the salon receptionist situation, like, you could look at the salon receptionist thing as, like, a linear thing, right?

Like, it's just, like, maintaining this client communication. It's getting it off of your plate. Again, it's like, did you try to automate this as much as possible first? That would be a big question I have for you.

But then also, okay, so now you have this human, and they probably, if you streamlined their processes with this, you can now also maybe hold them accountable to, do they, can they help you upsell retail? They can, can, they, can you hold them accountable to pre-booking, um, percentages? Can you help them, can you hold them accountable to not just doing the client communication, but maybe helping the stylist make more money, right? So, like, you can also take more of, like, a linear, like, tying back higher, and you can make sure that their role is put in place strategically to actually drive revenue and growth in more unique and interesting ways, and ways that you don't have the capacity to do already.

And then where do we actually find these people? There's a bunch of places, Upwork, Fiverr, Indeed, LinkedIn, your email list, your social media. There may be some people in your clientele who are looking for this type of work. And so, I recommend leaning into all of those places.

You can Google them if you don't know what they're ta- what I'm talking about here. One of the biggest, beautiful, most gorgeous, amazing things that you can do for yourself, my friend, is, first, you need to be clear about what your core values are as a company. And when you have your first conversation with somebody who you're gonna be hiring, you want to ask them questions that filter them through the core values. That is your number one, that's your first conversation, and you can create questions that are not, it's not direct.

It's not like, "So, do you believe in diversity, equity, and inclusion?" Like, it's more like, "In your past experience, like, what is your, uh, what is your understanding of this? Or how have you seen this work in companies? Or how have you seen this not work?

Where have you seen gaps?" Right? Like, like, asking them questions that are related to the core value that tell you whether or not this person is aligned with that or not. Because if somebody's not aligned with your core values from the very beginning, they're not a fit for your company, and that means that you need to get clear on what are your core values as a company.

And that's, like, the very first thing that we go over at Modern Stylist Movement. It's like the st- the basic foundation, because it truly becomes the filter for everything and everyone in your business. And then the second thing that I'll tell you is building a paid test project. So, in order to prove the core values, in order to prove the efficiency, uh, uh, b- this person being able to get this done within a reasonable timeframe, but then also doing it well, of course, building some sort of paid, small paid test project for this person to do, mutually agreeing upon the fact that this person is willing to do it, and then giving them everything that they need to actually execute that, and then seeing how well they do will give you a very good idea of if this person is right for the role or not.

And I have gotten half-assed t- paid test projects before, and I've always been like, "Well, I maybe could have given them more," or, "This doesn't look bad, and I'm sure that if they, if they're, if they work with me for a couple more months, then it'll get better," and absolutely not. If you are not impressed by the test project, don't fucking do it. Hire slow, fire fast. I cannot tell you how many times I have fucking learned that lesson the hard way, and I never learn my lesson, dude.

I never learn my lesson. If your gut is telling you that this is not the right fit, but your head is trying to play tricks on you, and you feel bad or whatever it may be, listen to your gut. I promise you, you won't regret it. Okay?

But the test project should be impressive. It should almost, almost, depending on how much you're paying for this role, should almost be better than you. And a great filter that you can put everything through if you want to is if somebody can do this task at least 80% as well as you, at least 80% as well as you, then they are probably a good fit for the business. If they can do it 120% better than you or more, then hell yeah, and it's worth paying them even more, and it's worth cultivating that working relationship, giving them a growth path moving forward, and, like, really keeping them around and doing what you need to do to keep them happy Yeah.

So, that's my tea. Um, what are your thoughts about everything I shared, Jodie? I think all of that is, like, stellar advice. Test projects are king.

And yes, you're so right, that is probably, like, the most effort that you will get. And so, do not be... Yeah, don't try to, like, do a fixer from the jump, I think is really, really good advice. You made a really good point that that's the most effort that you're gonna get 'cause it's a test project, so it's like- Mm-hmm.

everything is on the line. Mm-hmm. Yeah. Mm-hmm.

I didn't even think about that. Yeah. But it's like, duh. Like, yes.

Yep. Like, that is the best you're gonna get. I mean, like, uh, uh, but once this person has the z- the job secure, people get a little more comfortable and then they don't do as hard of work. So, hell yeah, like, that test project better be fucking good.

And when you're comparing it to other ones, like, what would happen to me is I would have a couple candidates, they would all do the test project, and I wanted to hire, like, so fast, like, I needed hires. And so I would choose the one that was the best out of all of them, and by comparison, it was the best out of all of them. But if I looked at it by itself, would it truly actually be impressive to me? Agreed.

And the answer, looking back, was no. But I went with that person because I was like, "Well, these are our candidates. I already went through all these int- this interview process and I don't have time to keep on looking for candidates, so I'm just gonna hire this person." And it fucked me over, like, hella hard.

So- Oh, my God, yes. As you said that, I definitely... Like, what I call this is, like, when I've hired out of, like, desperation energy, which is like, "Save me, I am drowning, like, I cannot keep doing this." Mm-hmm.

Like, that kind of energy, that is when I have made all the worst calls in hiring. I think, whether it be a contractor or an employee that you're- you're interviewing for, you should definitely ask them what, like, their plan is, or what their goals are. Mm-hmm. Because you need to be able to hire sustainably.

And- and- a- a- and I'll tell you, hires that even worked great with me that didn't end up sticking with me for a long time, a lot of the times the relationship did not, started to just not make sense for either of us because the person had different long-term goals. And so then their heart was not in it as much as they- Mm-hmm. as it was when I first hired them. And so then eventually, they would go, I would bless and release them because I was like, "You are gonna be so much better going and doing whatever you're passionate about right now."

I need somebody in my business who's like, "Your head is here." Right. You know? And so I think that, like, asking somebody, like, truly, and like, a- and getting, making a safe space for, like, an honest answer, I think, is really important, too.

And like, you know, just being real in your fucking interview process. I think we're in a day and age in which it's like, can we, like- like- like, lower the façade that we put on and, like, the performance- Right. that we have when we're in these processes, right? Like, uh, just be a real fucking human being, right?

But genuinely just, like, asking somebody, giving them a safe space to, like, be like, "Hey, so, like, I know that you're applying to this job. I'm excited that you're applying to this job. I know that you're not, you know, applying to this job because this is gonna be your entire life and this is your dream forever to be with us. Like, what is it that you truly want in your life and your business?

Or, like, or in your," because of this, it's a contractor, right? "Like, what is it that you have as your goals with your own company and your own contracting work in the long term? Like, I'm curious." Like, or if it is an employee, like, asking them, like, "What does, like, a dream career look like for you?"

Like, "Do you," uh, and asking them, like, "Are you wanting to be in a role in which, like, it is very easy, you just show up, like, you're told exactly what to do and you do it well? Or are you in a space in which you would like a little bit more of a challenge and you wanna get held accountable to certain things and, like, you wanna help grow a company instead of just being a part of it? And, like, there's no wrong answer." Like, I think that those types of things, to be able to help you hire well just not right now, but for the long term, I think would have saved me a fair bit of scrambling of having to replace roles- Right.

later on. Yeah, especially, like, essential roles. It can definitely be... That can be a lot, for sure.

Yeah, and I think, uh, uh, I think one of the biggest questions that I maybe didn't answer is, like, are you ready to hire? Mm. Yes. What are your thoughts about that?

I think that throughout this conversation, like, it genuinely has really, like, by highlighting the gaps, I do think that, you know, th- someone listening has a pretty good idea of whether or not they are ready to hire, whether or not they need to hire. Maybe we could go through a little bit of, like, a- a checklist. So, if you, like, if you have this, you know, if you're at this point, then you might be ready to hire. Like, what does that look like?

How- how do you know that this is something that w- you would benefit from bringing in another person? I- I agree that I think it goes back to figuring out what the gap is that you're- Yeah. trying to hire for, because you also need to figure out, like, what is the goal in then filling that gap? Right.

So it's like, okay, you have a, you're doing these low-leverage tasks, what is the goal? And if that means, because- because, okay, a- a- and this is something I kind of had to learn the hard way, or I understood later on that I have to be intentional about, which is, when you get the time back, what are you gonna do with the time? Right. Yes.

So as I've already illustrated, you have these low-leverage tasks. So let's say that you're hiring out for low-leverage tasks, right? Great, you have time back. You get to decide one of two things.

Am I gonna take that time and am I going to take a step back from my business and take that time to actually just relax and not work? Mm-hmm. Or am I gonna take that time back to actually reinvest back into the business, because you have two resources, money and time, and time is a huge resource for you to be able to actually grow the business. Now you have some of this time and this brain space back, am I going to reinvest that time not by doing these same old tasks, but now by doing tasks that actually grow the business?

Like, how you, uh... I'm sure everybody here has, like, a, "Oh, I wish I, I wish I had the time to do that," or, "That would be really nice to have," or, like, "That would really help, but I just don't have the time for that right now." Those are the types of things that you could be doing if you hired out whatever it is that's taking up your time right now. Are you gonna take that time back and intentionally move forward by actually doing those things when you have that time back?

Or are you going to take that time and not work? And that's-Both, both answers are completely valid. You can go either way. It doesn't really matter, as long as you understand that, like, one of them is going to make you more money, but then one of them is maybe going to be worth the money, for your sanity and for your life.

You, and maybe it's a little bit of both. You get to decide, but I think it's very important that you're intentional about that and what you're ready to take on and do. And I think when you hit a glass ceiling where, like, you're already spending so much time in your business, and you're starting to feel those feelings, like, "I could do more, but I, I'm already so busy with these things," that's a really great sign. If you're already doing so much, b- so the volume thing, right?

You're already doing so much, and you're like, "I'm at capacity. If I did more of it, I would get even better results," then you can hire out for that, and they'll even do more on top of what you're doing. But then I also think if you, if you're hitting really great revenue goals, if you have really great consistency in your growth, then, and you're like, "I want to not just, I, I, I don't wanna have to worry about the business as much," and you just want some time back in your life, and you have the money to be able to do that, then fucking invest in it, and then take some time back into your personal life. But, like, there's no right or wrong answer, and that's the thing when it comes to business, is like, especially at this level, there's really not, like, a one-size-fits-all answer.

Like, it really is just always pros, cons, risks, opportunities, and like, this, and, and evaluating what each of those look like for you at your stage of the business, and that's where more personal guidance and more personal, like, thoughtfulness of these decisions comes into play, which is why this is like a mastermind-level problem, where, like, when you come into my program, we will be able to go through all these things with you. I'll be able to be, make it very clear and under- a- a- a- and lay out all the numbers of, like, this is maybe what you could afford. You'd be giving this up, but then you would get this. This is what your ROI could be if we did it right.

And, like, just being able to evaluate what this actually looks like for you, I think that g- that gives you a lot of clarity of how to move forward. But there's never going to be a promised answer, you know? Like, there's never gonna be a promised answer, and, and you just have to take risks at a certain point Yeah, and it's, like, I think, like you said, it's such a personal thing, right? Like, what is going to be valuable?

The, the time, the things you wanna outsource, the things that you don't enjoy, the things that will move the needle in your business, it's gonna be unique to every single person. And so, having someone who can come in and actually pinpoint that, who can get you to reflect on, like, the right things so that you are outsourcing intelligently and to get the result that you are wanting, I think is a massive piece of this. Yeah, so if you are in a space in which, like, you're hitting the 100K-plus level and you're like, "Maybe I should start to hire out, maybe I could be growing past this glass ceiling that I keep hitting, if I had another person to help me actually do these things that grow the business," um, or if you're at a space where you're like, "All this hard work that I put in up until this point got me here, and I'm wil- I'm ready to reap the benefits of the crazy business that I've built, but I need some time back to be able to relax and, like, do that comfortably," then I would love to chat with you, my friend, and I would love to see if you'd be a good fit for Mastermind. Um, so you can go to hunterdonia.

com/work-with-hunter, and there, you can fill out a short little form, and I'll tell you exactly what I think the next steps are in your business, uh, that will actually get you to where you're trying to go. And it'll possibly put you towards the direction of maybe having a conversation with me to seeing if you're the right fit, what this may look like for you, and I would love the opportunity to work with you, my friend. So go ahead, check that form out. We'll leave it in the show notes for you.

Hopefully this was helpful for you in your journey of thinking about hiring support staff and it saves you a lot of time, stress, and hell that I've had to go through. So much love to you, my friend. Peace out, girl scout. Bye-bye.

End of transcript. © 2026 Hunter Donia LLC.