Allison Maslan

But the biggest mistake that business owners make in this ringleader phase is that you're bringing people on the team before you're clear what success looks like. And again, you feel like you have to be the hero and you've got to answer everybody's questions. A lot of that same fear, that mindset piece of, oh my gosh, if we make a mistake, the whole thing is going to fall apart.

But the biggest mistake that business owners make in this ringleader phase is that you're bringing people on the team before you're clear what success looks like. And again, you feel like you have to be the hero and you've got to answer everybody's questions. A lot of that same fear, that mindset piece of, oh my gosh, if we make a mistake, the whole thing is going to fall apart.

But the biggest mistake that business owners make in this ringleader phase is that you're bringing people on the team before you're clear what success looks like. And again, you feel like you have to be the hero and you've got to answer everybody's questions. A lot of that same fear, that mindset piece of, oh my gosh, if we make a mistake, the whole thing is going to fall apart.

I have a hard time finding good people. These are some of the stories that these business owners are telling themselves. And so you bring on people and they're not really clear on what success looks like. They may not be clear what the vision is and what they're really reaching for.

I have a hard time finding good people. These are some of the stories that these business owners are telling themselves. And so you bring on people and they're not really clear on what success looks like. They may not be clear what the vision is and what they're really reaching for.

I have a hard time finding good people. These are some of the stories that these business owners are telling themselves. And so you bring on people and they're not really clear on what success looks like. They may not be clear what the vision is and what they're really reaching for.

So you have a frustrated business owner because the employees, maybe they're not hitting their mark, but a lot of times it's because they don't really know what that mark is. There's no real strategy behind that. And so this is where that hamster wheel starts and the business owner starts to burn out. They start to get health issues. They start to have relationship issues.

So you have a frustrated business owner because the employees, maybe they're not hitting their mark, but a lot of times it's because they don't really know what that mark is. There's no real strategy behind that. And so this is where that hamster wheel starts and the business owner starts to burn out. They start to get health issues. They start to have relationship issues.

So you have a frustrated business owner because the employees, maybe they're not hitting their mark, but a lot of times it's because they don't really know what that mark is. There's no real strategy behind that. And so this is where that hamster wheel starts and the business owner starts to burn out. They start to get health issues. They start to have relationship issues.

Even divorce is not uncommon with entrepreneurs because they become so obsessed. You know, you wake up with it. You probably know what I'm talking about. You wake up with it. It's on your mind. You're off to the races until you fall asleep, hit the bed at night. And this really is not what's going to help you run a successful business. It's the story that we tell ourselves.

Even divorce is not uncommon with entrepreneurs because they become so obsessed. You know, you wake up with it. You probably know what I'm talking about. You wake up with it. It's on your mind. You're off to the races until you fall asleep, hit the bed at night. And this really is not what's going to help you run a successful business. It's the story that we tell ourselves.

Even divorce is not uncommon with entrepreneurs because they become so obsessed. You know, you wake up with it. You probably know what I'm talking about. You wake up with it. It's on your mind. You're off to the races until you fall asleep, hit the bed at night. And this really is not what's going to help you run a successful business. It's the story that we tell ourselves.

And so what happens to switch that, to move on to phase four, which we call the co-creator, you've got to start building a more collaborative company with the team. It's no longer top down or even bottom up. It's horizontal. You're building the company horizontally.

And so what happens to switch that, to move on to phase four, which we call the co-creator, you've got to start building a more collaborative company with the team. It's no longer top down or even bottom up. It's horizontal. You're building the company horizontally.

And so what happens to switch that, to move on to phase four, which we call the co-creator, you've got to start building a more collaborative company with the team. It's no longer top down or even bottom up. It's horizontal. You're building the company horizontally.

with your team and instead of constantly answering their questions, telling them what to do, you are saying things like, well, what would you do in this situation? Why don't you put a plan together and present it to the team? And they start tapping into the brilliance of the team and realizing that they don't have to be the decision maker, the rainmaker, and the everything maker.

with your team and instead of constantly answering their questions, telling them what to do, you are saying things like, well, what would you do in this situation? Why don't you put a plan together and present it to the team? And they start tapping into the brilliance of the team and realizing that they don't have to be the decision maker, the rainmaker, and the everything maker.

with your team and instead of constantly answering their questions, telling them what to do, you are saying things like, well, what would you do in this situation? Why don't you put a plan together and present it to the team? And they start tapping into the brilliance of the team and realizing that they don't have to be the decision maker, the rainmaker, and the everything maker.

And you start shifting from being that boss to being that leader. And now you start seeing leaders emerge on the team, those shining stars that can take the vision and run with it. And then you as a CEO can start to slowly step back. And move into phase five, which I call the visionary role. That's phase five, where you have this founder independent company. You now have a life.

And you start shifting from being that boss to being that leader. And now you start seeing leaders emerge on the team, those shining stars that can take the vision and run with it. And then you as a CEO can start to slowly step back. And move into phase five, which I call the visionary role. That's phase five, where you have this founder independent company. You now have a life.