Where do you start when it comes to growing your team and hiring your first employees as a solopreneur? We’re sharing our tips on how to level-up when it comes to surrounding yourself with the right people who can help you grow your business and be boss along the way.
Emily Thompson 0:02
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Kathleen Shannon 1:09
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Emily Thompson 1:35
Now, let's get back at it.
Kathleen Shannon 1:38
Alright, Caitlin, what question do you have for us today?
Caitlin Brehm 1:41
Okay, this question comes from Annie in the Facebook group. She says I'm interested from going from a one woman show being a solar solopreneur to hiring a team to do some of the work. I'm not even sure where to begin learning how this would work. I assume I'll need to consult a lawyer at some point. Are there any good resources about going from a sole proprietor to hiring employees. And we've also had a couple questions in the bean bath clubhouse about this too. We've done a mini thought about hiring a virtual assistant. But what about growing a team that's a little bit more permanent.
Emily Thompson 2:15
I don't think this applies to all businesses of all sizes. But I think it's really good for creative entrepreneurs, especially those that are micro businesses made up of one. whenever it comes to growing your team. I like the idea of not starting out with w two employees. So don't jump into a part time or full time gig with anyone. Your business I don't want to say is fragile, but it kind of is. and jumping into the wrong kind of engagement to quickly can put you in a trajectory, you may find yourself not super enjoying. So the way I like to do this and we I've done this for years, the way I've coached my clients to do it is to start off with contractors and make it very simple that it is going to be or to begin your engagement with a trial period. I like to do six to eight weeks where I have an interview with someone I get to know them, I make sure that they are qualified for the things that I want them to do. And then I let them know that I would like to contract them for six or eight weeks to work with me on the kinds of things that they will be doing or would be doing long term. At the end of the that six to eight weeks, we have a meeting where we talk about the kind of kinds of projects they've been working on or the kinds of tasks they've been working on how they've enjoyed them if they've been effective or not. For me, that gives me a time when I can let them go if they're just not working. Or we can talk about how to really make them better at their job if they are being effective and efficient and really adding to my team. So at that point, I usually offer them a more ongoing position where I've been able to see how quickly they get tasks done, I have a good eye for how many hours they need to work to get the things done that I need them to do. And I'm able to offer them, you know, maybe five hours a week for you know, an unknown amount of time. Or let them know that as projects come up or as business changes, the work, engagement will change as well. I get with my team every three to six months to have this exact same conversation even years and years into it. We talk about the tasks that they are enjoying the tasks that they don't like to do doesn't mean I'm going to take the pen take it off there listed it does mean we may either try to systemize it or whenever it comes to making a new hire. Those are the tasks that usually get delegated elsewhere. And we make plans for the future. But I think the key is starting out with a sort of like minimal viable employee. So you're working with a working contract, or you're hiring someone to work contract for you for a short period of time so that you can see that it's going to be healthy for your business and the terms are very clear on both With size and then beyond that, you can either keep them contract, if you so desire. And I definitely would check with a lawyer and or accountant on working with that sort of engagement or turn them into a W two employee if your business requires it.
Kathleen Shannon 5:15
Alright, so I think that the feelings of going from solopreneur to hiring your first employee is a lot like, the first time you quit your day job, or you launch your business, it's gonna feel a little scary. And here are a few of my general thoughts on it. One, I think that you need to be at 125% capacity before you bring on a contractor or someone to help you. And this is just, I just think it's really good to know all the inner workings of your business. And as a solopreneur, you pretty much do, or you're hiring someone to help you with the thing that you really just can't do yourself. But I do like the feeling of being at 125%. Before I bring on anyone else, that way, I know that I'm doing everything I can. on my own. I also do this because I don't ever want to be in the position where I bring on employees, and I'm not paying myself. I see too many entrepreneurs bring on employees, and they stopped paying themselves themselves in order to afford the employees. And I just don't think that that's a very healthy business or a very healthy way to run a business, I think that you should always be paying yourself. So another big part of bringing someone on is budgeting for it. We just had a budgeting masterclass in the clubhouse, and one of the best pieces of advice that we got from our own money manager is to spend three months, allocating the money that you would use for an employee and just putting it into a savings account. That way you know that you can really afford this thing, while at the same time paying yourself. And finally, I want to mention that whenever it comes to setting this up, it can feel big or overwhelming, just like starting your own business, where you think you might need all the things like a lawyer and accountant. The truth is, you can figure out a lot on your own. But I think that it would be like a few $100 well spent to go ahead and consult with someone on the best way to set your business up to be paying someone whether that's contract or as a full time w two employee. But I guess what I'm really trying to say is that it's not as big of a deal as you could make it out in your head to be. I mean, it goes both ways. It could also end up being a total cluster if you don't do it the right. But in my experience, like we hired someone before we were ready on the legal side, I think we were still set up as an LLC versus an S Corp. And certainly now being set up as an escort makes it easier to bring on employees. But you can always figure it out as you go, I guess is what I'm really trying to say. For sure. All right, good luck, we hope that you're able to grow your team, just to wrap it up in a bow start small. We love the idea of starting with contractors and I know that we've talked about hiring VA s but if I could do it all over again, that would absolutely be my first hire. Because I think it's just the easiest way to dip your toe into growing a team in a really efficient way. All right, good luck, you got this. Hey boss want even more actionable guidance from me and Emily, we're taking our expertise in branding, marketing and building profitable businesses to the being boss clubhouse. The clubhouse kicks off with a two day online retreat followed by a year of support and community. We've helped our clubhouse members get focused double their revenue, launch their dream offering and market themselves like a boss. Learn more at www.beingboss.club/clubhouse. Again, that's www.beingboss.club/clubhouse.
Emily Thompson 8:51
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