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Drowning in email is the first sign you aren’t scaling.

Drowning in email is the first sign you aren’t scaling.


8 thoughts on “Drowning in email is the first sign you aren’t scaling.

  1. Thanks for sharing this, Garry. It would be great to hear your thoughts on the top 5 traits you’d expect to see in a successful founder.

  2. a lot of email could be an indicator that things are working… but, sometimes it’s hard to honestly know!!

    … with diligence!

    love the breakdown!

  3. 100% agree with you, Garry.

    For us, it all started by finding a co-founder equally driven but with a complementary skillset.

    Sit down.
    Have an honest conversation about who's doing what.

    And keep each other accountable.

    Days in, days out.

  4. What do you do as a Co-Founder & CEO who is not detail, but big picture oriented, who couldn’t care less about boring execution. Do you get a COO to run day to day operations or do you give up your CEO position and e.g. keep on doing the marketing & talking work as CMO/whatever label?

  5. You can be open without being overly accepting or foolish. I can't conceive of a situation where a sensible argument won't change my mind. I don't emotionally attach myself to ideas, even if they come from me. It's a huge mistake to do so, in my opinion. Just yesterday I had to give up (what I thought was) a great idea that I was excited about, after hearing feedback from a client which I accepted. He knew that I'm not easy to topple so he provided lots of facts to back up his argument. It would've been nice, but you have to move on. The idea I came up with would've worked great for almost any similar situation, but not his. Today, something great worked out for him, and in some unrelated manner, I encountered an implementable concept which will serve both of us well. This time I got the green light. If you surround yourself with strong-willed and strong-minded but also reasonable people, chances of success will be far better. Nearly always, ego is the biggest problem. Many people seem reasonable at the beginning of a project, until their confidence builds, they acquire power, and become dominated by their ego. The team loses cohesion and progress/agility plummet, just like the beginning of the end after the plateau in the curve you've described.

    Regarding email etc, in my opinion, if you can't afford to hire more staff (which is most people's situation), the best solution may be to limit the number of people you allow yourself to interact with at any given time (as a kind of self-enforced limit). One way is to make a folder for emails that you choose to ignore for the current time window, but which may be worth a look later (instead of having them get buried in your inbox). When more time slots open up, you can always look through them again. I just don't think it's possible to keep up with a large number of people no matter how superhuman you may be. You do have to prioritize. The quality of your contributions per person would most definitely suffer, as will your attention to detail. Since you won't feel like you're contributing much, it will affect your own motivation. Thank you for your thoughtful videos, I always look forward to them. PS: There is a spelling mistake in the animation you use at the end. After the cursor clicks the button, it says "SUBSCIBED". No biggie.

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