Stop trying to do it all yourself — start building systems that work without you.
Hi y’all,
Here’s the hard truth every event business owner faces sooner or later: the very skills that built your company will eventually limit its growth. That obsessive attention to detail, your ability to juggle twelve tasks simultaneously, your encyclopedic knowledge of every client’s preferences — these superpowers become kryptonite when you’re trying to scale.
I see it constantly in our industry. The person who insists on personally approving every linen choice. The rental owner who can’t delegate delivery routes because “no one else knows which truck fits through the venue’s back alley.” The folks who won’t let anyone else handle VIP accounts because they’re afraid of losing that personal touch.
But here’s what I’ve learned from working with thousands of event pros: your team will never execute exactly like you do. And that’s actually a good thing.
When you accept that your sales manager might close deals differently than you but still hit their numbers, you create space for innovation. When you trust your logistics coordinator to build client relationships their own way, you discover new strengths you never knew existed. When you delegate, you free yourself to focus on the strategic moves that actually grow your business.
The goal is to build a team where everyone can thrive in their own zone of genius while you focus on yours. Your superpower shouldn’t be doing everything — it should be creating systems that empower others to do their best work.
Yes, your new hire might take three times longer to create that proposal at first. Yes, they might phrase client emails differently than you would. But 80% done by someone else who’s learning and growing beats 100% done by you when you’re already maxed out.
The businesses that scale successfully aren’t the ones with the most controlling owners — they’re the ones with leaders who know when to step back and let their people step up.
What could you accomplish if you stopped being your business’s biggest bottleneck?
See you next Monday,
Mallory Mullen
Goodshuffle
