I don’t know about you but I love people.
I hire people, develop a relationship of trust and familiarity, and then I don’t want them to go anywhere else.

Of course, I won’t ever hold anyone hostage because liberation is what I stand for.

When you are building a business that will one day have dozens of employees, you have to mindful with how you handle this love of people.

What you don’t want to happen is that you get so attached to the person that you don’t document the processes, procedures, and ways of doing things in your business thinking that they will never leave.

Listen, as much as we love our businesses and love the people that work for us we have to understand that when they no longer see our businesses as the most aligned place for them to be that we allow them to be released with love and grace.

People leave for all types of reasons including getting inspired by what you have created and wanting to branch out and building something out of their own.

I celebrate everyone that comes into entrepreneurship from an empowered place seeing possibility for themselves.

Equally, you desire to protect YOUR business.

Here’s what I do to manage my love of people as it relates to hiring and profitability:

I focus on creating (or purchasing DFY) processes and systems that my team members can go through and quickly get on-boarded.

This works well when you focus on hiring people that are energetically aligned to your mission and vision FIRST + then focus on the skills and talents required to execute in their roles.

If a role on your company has to be replaced or if several people are being interviewed and/or hired for a role it streamlines the entire process.

Everyone gets the same great training and you only had to put it together once – efficiency at its best.

I also hire implementation specialists with the skills already in place to allow me to focus on my zone of genius where it will save me a ton of time versus money.

I’ve created a content management system for my business that allows for me to add a new operator at the drop of a hat so I don’t have to invest thousands into a content manager each month.

However, for a specialized role like a marketing manager I would not want to create a system from scratch on this; I would simply hire a marketing manager and trial them with an assignment to ensure this is in fact the person who is capable of getting the assignment done effectively and efficiently.

In both cases, I hire for alignment but in the case of the marketing manager I am also hiring for talent because it is a role that I want the hire to be more versed in than I am.

So, create your hiring process. Find the people you resonate with and determine whether you are going to provide them with the skill-based training to be successful in their role or whether they must come fully ready to implement.

And document.

It’ll allow you to fall in love with your team and not be devastated if they ever leave.