Giving stuff up is really hard - particularly when you’re running a business and that business is, for all intents and purposes, your baby.
That’s what Mark Ellis Media is to me. I created it from nothing, nurtured it, guided it through tough times, and celebrated every small win it has encountered.
The thought of something going wrong is gut-wrenching. Whether it be a financial hit, audience loss, or ties inadvertently severed with important partners, I do everything I can to avoid disasters at all costs.
The thought, therefore, of bringing in a right-hand person to undertake some of the most business-critical tasks in this operation has always been frightening.
As it turns out, I needn’t have worried.
I recently welcomed Niall onto the Mark Ellis Media team. His title is General Manager, and he has successfully become my right-hand man. The tasks undertaken by the existing team are incredibly important - I should note that at this juncture - but the stuff I’m asking Niall to do is directly related to the success and growth of this business.
This is for two reasons. Firstly, he’s working on elements of content production and distribution which result in my work reaching its intended audience. If any of those elements get overlooked or broken in some way, my content may never see the light of day, or it could include errors which damage the Mark Ellis Media brand.
I hope Niall isn’t reading this. Poor bloke.
Secondly, his input into these crucial areas of the business means I don’t have to do it myself. For the last three and a bit years, I’ve had my head, hands, and time in every nook and cranny of this operation. I’ve undertaken every role from writer to presenter, editor, publisher, chief marketing officer, and even the bookkeeper. I’ve done a decent job for some of those roles, and a dreadful one for others.
The problem with having your head wedged so firmly in every area of your business is that you cannot see far enough ahead to make meaningful decisions about the future. This is something that creeps up on you over time; it is, after all, completely natural for a business owner to be involved in everything during those early days of establishing a brand. The challenge is recognising the point at which you need to lift your head up and become the key person of influence, rather than the chief cook and bottle washer.
I waited too long to lift my head. Although, I think this is a common challenge and it once again stems from a fear of delegation and giving things up.
The catalysts for finally taking this vast leap were twofold. My audience has grown faster than I ever thought it would. As a result, the brands I’ve been approached by, and the sponsor partners with whom I’ve established relationships have presented opportunities for growth which cannot be ignored. The challenge has been investing the time in fully exploring those relationships and seeing what lies beyond them.
I have also burned myself out on more than one occasion. Long days working intensely on something about which you care deeply can be enjoyable and exhilarating, but too many days like that, and it doesn’t take long for your body to inform you that something needs to change. I also have a fifteen-month-old son with whom I want to spend as much time as possible, rather than being constantly knee-deep in my business.
Bringing in Niall has, therefore, been an absolute no-brainer. And, you know what? My fears about handing over crucial procedures to someone else were completely unfounded. Deep down, I knew this would be the case; with great communication and solid processes, the big mistakes I’ve always feared are highly unlikely to happen - and, if they do, you learn as a collective, rather than absorbing the burden on your own.
I’ll finish with a little tip, which has served me brilliantly during these early days of gently(ish) delegating big tasks to my new right-hand man. In the past, I’d have spent hours writing procedure documents and obsessing over every tiny detail that needed to be handed over. Not any more. Instead, I film a screen recording of myself undertaking the procedure or process, waffle on about what I’m doing and what to look out for, file it, and send it to Niall. This works brilliantly and saves a huge amount of time on both sides of the fence.
Communication really is key, too. If something isn’t clear, or if the person to whom you’re handing over the process believes there might be a better way - and understands they have every right to suggest changes - there’s nothing to fear.
I’ve always been excited about the future of this business, but now that I’m gradually getting the space to think about the future and focus on content creation rather than every single process behind it, it’s even more exciting than before.
Welcome onboard, Niall!