Last week I talked about how my team can take ownership of more than they could before. Which is true..but I'm going through something right now with BREZ that's kind of the other side of that.

I was going to come in as money, advice and introductions. Then month over month, week over week, my involvement in actual growth and retention became more and more, to the point where it was hand in hand with the team..

Hiring people, firing agencies

Scaling offers, not scaling offers

And I loved everything about it.

I felt like that's why things were working so well too..we were so deep in growth mode. And things started to fall off, or not do as well, when we stopped being so deep in the operations and the communication of those operational moments.

Structured was the same for me. I never loved the business MORE than when I was inside of it:

- actively building different departments

- getting new deals

- closing the deals

- onboarding the deals

When I'm IN it and it's all consuming, things tend to work incredibly.

But as the business grows older and gets bigger, time and effort and things start to change. Some businesses literally have to scale beyond you, and you can't be in the nitty gritty of every single thing.

So I've been very deliberate about how hands-on I need to be in each of my businesses, even though I have ownership in every one of the projects I'm working on.

A few sends back, I said anything net new you learn should be tied to revenue generation or revenue preservation and I honestly think founder-led brands can't leave those areas either..the founder NEEDS to be somewhere on those at all times. 

And whichever one you're in, you can't offload it or hand it to anybody until it's fully cracked, or until you understand how bad it could go wrong in your own hands.

Cause if you don't know how bad it could get, and then it goes wrong in somebody else's hands, you don't know:

Is that something that could've happened to anybody or did it happen because this person's in the driver's seat?

When you've been there, done that, experienced it..you're not sitting there blaming them for it. You know the best case, worst case and expected case when you're doing it with everything else on your plate.

And I think where a founder will really struggle is when they leave an area where they didn't fully establish the workflow, the processes or a clear owner. Cause then they don't know how to keep that group, or that person, accountable.

So I'm getting back in the weeds on the stuff that isn't cracked yet. 

The deeper I'm in those specific areas, the better it's going to be.

If you've handed off part of your business lately, hit reply and tell me..was it actually cracked before you let it go?

See you next week.

- Shack