Raise your hand if you love being involved in the day to day operations at your firm…
I already know most of you didn’t.
In this episode, I’m breaking down why so many firm owners struggle with this exact part of the business, and the specific hiring mistake that quietly makes it worse.
Listen below.
0:32 A pattern I see constantly in coaching: firm owners tend to dislike this specific area, hiring, managing, implementing processes, improving systems.
2:09 People assume only an accountant could truly understand how to lead operations here. That assumption is backwards, and it’s time to bust it.
2:50 A coaching student of mine was working eighty-hour weeks despite running a profitable firm, personally involved in hiring, firing, client onboarding, and most operational decisions his firm’s size shouldn’t have needed him touching.
3:45 Past a certain size, operations needs to be someone’s whole job, not shared with client work or treated as a side interest for an accountant. Accounting knowledge isn’t required here.
5:04 Good people skills are great to have, but they don’t equal the ability to run operations at scale.
5:56 An operations manager role usually requires someone who’s done it before. It’s not a position where you promote a promising junior and let them grow into it over eighteen months.
7:22 Bringing someone in at that level feels like a big expense, especially for a lean firm. But until they’re in place, you’re the operations person, labeled or not.
