How to Grow as a Leader

Two scenarios: Your team won't stop asking questions. Or you're solo and think this doesn't apply. It does.

The nine-year employee story: A longtime team member messages: "I gave a refund, they got rebuilt. What happened?" Scott's response: "I don't know. Check with the back office team." The reply: "But you've always been the one that knew."

True. But if Scott jumps in, he deprives the team of the ability to learn. It took every amount of restraint not to swoop in. But that restraint is what allows growth.

The capability ceiling: Your business will only rise to the capability of your weakest team member. Every time you answer a question you shouldn't, you pull yourself down and limit the team's growth.

The ego trap: "It's gonna feed my ego—'man, they still need me.' But my team didn't grow. They're still reliant on me. And that means the business is reliant on me forever."

The tactic: Act like you don't know, even if you know. Redirect. "I don't know. What do you think?"

Virtual assistants: We hire them for one task and never explore their full capability. One of Scott's VAs was massively underutilized—until he got to know them.

The football analogy: Your quarterback should be the kicker. Your wide receiver should be the quarterback. You have talented people in the wrong positions. Strong team, no wins.

The solo-preneur trap: "I tried hiring. The people weren't any good. Nobody wants to work." Maybe true. But Disney has 60,000 employees. They didn't magically find 60,000 perfect people. They invested in a process that brings people to standard.

Choose Your Own Adventure: Every decision turns a page. Each choice moves you closer to your goal, keeps you sideways, or pulls you back. The question: Which adventure are you writing?

Got a business question? Ask Scott here: scotttodd.net/ask