The REAL Job of Every Business Owner
The REAL Job of Every Business Owner
What does culture mean to you?
Culture is a big buzzword, and I used to be a strong advocate for it. Traditionally, culture is defined by a set of core values or immutable laws—principles that shape how we see the world. When hiring, companies often look for people who share these common values. However, I realized that this approach can lead to a silo effect, where everyone starts thinking the same way, creating clones of ourselves.
The strongest communities, not just in business but in the world, are those that are diverse because they bring in different perspectives. This diversity removes our blind spots.
To truly build a strong culture, we need to evaluate our existing community, encourage diversity, and understand what our collective essence is. Our values should be a shared philosophy, not just the leader's values imposed on everyone else.
Why hire for diverse backgrounds and experiences?
Values come from experience. The challenge is to say, "I want someone with different perspectives shaped by their values." For example, if we believe in X, it would be great to have someone who believes in Y to find common ground. But that's not always practical. What truly brings different values to the table are diverse backgrounds and experiences.
Instead of hiring someone with the same background as the current team, hire someone with a different background. This approach strengthens the role because it introduces a new perspective. That's how I approach it—by looking for diverse backgrounds and experiences. And I don't just mean work experiences; I mean life experiences.
How can businesses match talent to tasks effectively?
Instead of matching people's talents to job titles, like needing a receptionist who must answer the phone, greet walk-ins, and enter data, we match talent to tasks. We break down job titles into tasks and identify who excels at each task. For example, someone may be good at data management but not sociable—sitting at the front desk but not making a great first impression. However, they are excellent with numbers.
By matching talent to tasks, you can uncover extraordinary people in your organization who might be in the wrong roles. This approach breaks down the traditional pyramid structure of the CEO at the top, followed by the leadership team, and so on. Instead, it creates a web-like structure where, for instance, the former receptionist is now handling data entry, doing data analytics in another department, and crunching numbers for sales. This web-like structure is much stronger. The lesson is clear: don't match talent to titles; match talent to tasks.
How can business owners delegate tasks effectively?
If you're a micro-enterprise or a small business, start by writing down all the tasks you handle yourself. Whether you're working solo or have a dozen employees, list everything you do. You'll often find that you tend to focus on tasks you enjoy or excel at rather than staying within a strict role.
Here's the key: after listing all the tasks, ask yourself if you can find individuals to handle specific parts of them. This is the process of fractionalization. Many entrepreneurs make the mistake of thinking they need to find a clone of themselves. But another "you" is busy running their own business. You're unique, so we can't clone you, but we can fractionalize your tasks.
The next step is to look at the list and identify which task is easiest and most enjoyable for you. This is often your default task. Surprisingly, this is the first task you should delegate, even though it seems counterintuitive. You might think, "Why delegate something I'm good at and enjoy?" But a business owner's role is not to do the work but to create jobs. Learning to delegate is essential. If you start by giving away a task you enjoy, it'll be easier to delegate other tasks later. Plus, since it's something you do well, it will be easier to train someone else to excel at it. Most people think they should delegate the hard tasks they dislike. That should be the second or third thing to delegate.
*This interview has been edited and condensed for clarity.*
