The Problem:
Why is it so hard to let go of control — even when you’re hiring talented people? Founders become their company’s single point of failure. Every decision funnels through them. That instinct to control everything eventually caps growth and drives burnout.

The Insight:
Building a team isn’t about offloading your to-do list; it’s about installing new centers of excellence and accountability. Your dashboard has to evolve from tracking your personal output to measuring institutional capability.

An Example:
A founder I coached was still running every sales meeting despite hiring a VP of Sales. Once she began tracking “initiative velocity” — how fast the VP turned strategy into action — she saw the value of empowering someone else’s leadership muscle. Within three months, her sales cycle shortened by 22%.

The Solution:
Define what success looks like for them, not just for you. Monitor three new metrics: EBITDA per employee (efficiency), initiative velocity (execution), and eNPS (culture). When those numbers move without your constant push, leadership is taking root.
Nik’s Rule: If you’re still the chief everything officer, you don’t have a leadership team — you have assistants.

My Invitation to You:
If you’re hiring but still doing, let’s fix the structure first. I’ll help you define the accountability matrix and results that free you from being your own bottleneck.
~ NIK

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