In this value-packed episode, Lacey Newman, Founder of Lacey Newman LLC, shares how to stop over functioning so your first hires actually make life easier instead of busier. If you’re still the best at every task and your growing team only adds more work, you won’t want to miss it.
You will discover:
- Why being the best at the work keeps your new team dependent on you
- What must change when the systems that got you here can no longer hold the next level
- How to hire and let go using the 80% rule so people can truly support you
This episode is ideal for for Founders, Owners, and CEOs in stage 3 of The Founder's Evolution. Not sure which stage you're in? Find out for free in less than 10 minutes at https://www.scalearchitects.com/founders/quiz
Lacey Newman is a founder, coach, and keynote speaker who has helped thousands of high-performing women build lives and businesses that are truly their own. Over two decades, Lacey built and scaled a real estate team to nearly $1B in sales volume, hosted an Emmy-nominated TV show, and grew her personal income to seven figures, all while raising two children on her own, proving that ambition and motherhood don’t have to compete. Today, she helps ambitious women break the cycle of over-functioning, untangle their identity from productivity, and reinvent their work from a place of clarity instead of burnout—so they can build wealth and freedom without sacrificing themselves.
Want to learn more about Lacey Newman's work at Lacey Newman LLC? Check out her website at https://laceynewman.com/
Connect with Lacey Newman through her LinkedIn at https://www.linkedin.com/in/lacey-newman1/
Check Lacey Newman's Instagram at https://www.instagram.com/heylaceynewman/
Transcripts
Scott Ritzheimer:
Hello, hello, and welcome, welcome once again
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to the Start Scale and Succeed podcast-the only podcast that
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grows with you through all seven levels of your journey as a
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founder. I'm your host, Scott Ritzheimer, and if you've hired
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your first handful of people, you know it's-it's not
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necessarily one, maybe it is, but it's not necessarily two,
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maybe it is, but it's not quite 10 yet either. Somewhere in
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there. There's this messiness that happens because you realize
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that instead of making your life easier, they've made your life
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busier. And this is something that happens to virtually
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everyone in level three. And here's the trap, and it actually
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has a lot more to do with you than you think, because being
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the best one in the room at the actual work is-it's exactly
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what's keeping your team dependent on you. And my guest
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today has lived on both sides of this problem. Lacey Newman is
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here with us today. She's a founder, coach, and keynote
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speaker who's helped 1000s of high-performing women build
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lives and businesses that are truly their own. Over two
Scott Ritzheimer:
decades, Lacey built and scaled a real estate team to nearly 1
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billion in sales volume, hosted an Emmy-nominated TV show, and
Scott Ritzheimer:
grew her personal income to seven figures, all while raising
Scott Ritzheimer:
two children of her own, and on her own, proving that ambition
Scott Ritzheimer:
and motherhood do not have to compete. Today, she helps
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ambitious women break the cycle of over functioning, untangle
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their identity from productivity, and reinvent their
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work from a place of clarity instead of burnout, so they can
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build wealth and freedom without sacrificing themself. Lacey,
Scott Ritzheimer:
that sounds wonderful. I hope you can show us how to do that.
Scott Ritzheimer:
But this is-I just want to start because I think it's-it's
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important for folks to recognize that it's not just you,
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listener, who feel this way. And and Lacey, I'm wondering how how
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universal you think this is. Is something that everybody goes
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through, or or is it something that only affects a select few?
Lacey Newman:
Well, it's interesting. It's an interesting
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question because I think it is something everyone should go
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through. But I do think that there are a number of founders.
Lacey Newman:
I call them overwhelmed operators, people who are kind
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of in what you describe as level three. I think that there are.
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This is a stop on the way to scaling your business, but it's
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also what I've seen where a lot of people get stuck because they
Lacey Newman:
enter this phase of business, and then they kind of like touch
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the hot stove, and then they never want to touch the hot
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stove again. So a lot of people, it is a place that you should
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travel through, but a lot of places, a lot of people will
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turn around and kind of hold themselves back in this spot.
Scott Ritzheimer:
When you touch a hot stove and it hurts, right?
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That's clearly something wrong, and and and I think we have this
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interesting relationship with pain, where pain can indicate
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just something new, right? And it can also indicate something
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wrong. How do you help your folks figure out the difference?
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Because maybe they maybe they hired someone and it didn't work
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out. Well, there are probably lessons to learn in there as
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well. They probably did part of that at least wrong. How do you
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separate the pain from "Hey, this is just new. I'm learning"
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from the pain of "That was stupid. I shouldn't do that
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again.
Lacey Newman:
That's a wonderful question. You know, I I have
Lacey Newman:
seen this post on social media a lot recently that says, you
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know, entrepreneurship is basically realizing how dumb you
Lacey Newman:
were six months ago, over and over and over again, and so
Lacey Newman:
that's the whole thing. Is that in in when you are a founder of
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a company, whether you're a solopreneur, a small business
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owner, growing a team, failure is the curriculum. You are going
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to constantly do things that don't work out, and so where I
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see people get hung up is they let that pain be the thing that
Lacey Newman:
holds them back, rather than letting it just be information
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that allows them to make a better decision moving forward.
Lacey Newman:
So you know the the distinction for me is not so much like how
Lacey Newman:
do I know if the pain means no, it's that the pain is always
Lacey Newman:
information, and so what are you learning from it? And we have, I
Lacey Newman:
believe that a lot of us, especially if you are, would
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consider yourself a people pleaser. If you would consider
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yourself that you know I have to, you know, perfectionist type
Lacey Newman:
person, somebody who wants to achieve and is really failure
Lacey Newman:
averse. Those types of people, and I can identify with this
Lacey Newman:
myself. And so many of the women that I work with do this as
Lacey Newman:
well. We are so afraid of failing that we don't embrace
Lacey Newman:
failure as just part of the journey, and and really treat it
Lacey Newman:
as the curriculum that it really is.
Scott Ritzheimer:
Yeah, I think one of the reasons why this
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shows up so profoundly at this stage, is because when you start
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building a team around you, the very same things that might have
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been dysfunctional might not, but either way, served you
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really well in the past, right? The people pleasing. If you'll
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bend over backwards to serve your customers, customers like
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that. The perfectionist. If you do a better job than anybody
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else, your customers like. That and and in some ways we're
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rewarded for that, right? Completely, and then we get to
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where we have a team, and they need stuff from us as well, and
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we don't want to let them down, and we feel the need to please
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them, and they're between us and the perfectionism. It seems like
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adding other people to the mix really complicates this for that
Scott Ritzheimer:
that style of person.
Lacey Newman:
It absolutely can if you don't change who you are
Lacey Newman:
and how you operate. Because in the way that you just described
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it, if I'm the founder and I am people pleasing my clients and
Lacey Newman:
I'm showing up perfectly all the time and I'm really managing the
Lacey Newman:
entire experience on my own, and then I bring some people on the
Lacey Newman:
team to quote unquote support me slash help me, but instead of
Lacey Newman:
letting them take some of some ownership off of my plate, I end
Lacey Newman:
up like mother henning them instead of letting them really
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support me. Then I have just added to my own chaos. I just
Lacey Newman:
have more people to serve at this point. So I tell my
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coaching clients sometimes, and they laugh at this. But I tell
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my I tell my clients that when you hire someone, you need to
Lacey Newman:
act a little bit incompetent. You need to you need to really
ask yourself:
Is this something that I can do, or is this
ask yourself:
something that I truly should do? And really drawing that
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distinction between what can I do, what should I do, is really
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that line. And you've got to be willing to go. I know I can do
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it. I know I can do it amazingly well. But if I continue to do
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it, I'm standing not only in the way of the growth of my
ask yourself:
business, but in the growth of this person that I just hired to
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support me, and so you kind of just have to take your hands off
ask yourself:
the wheel and trust in some areas. And one great rule of
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thumb that I use is that if somebody can do a job at least
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80% as well as you can, then you need to let them. And so, but
ask yourself:
this is hard because especially people who have built our
ask yourself:
businesses through grit, through doing everything on our own, we
ask yourself:
have those perfectionist tendencies. It can be really
ask yourself:
hard to allow someone to not do something as well as we know
ask yourself:
that we could do it. But not only do we stand on our own way,
ask yourself:
we don't give them the opportunity to shine. And what I
ask yourself:
have discovered so many times is that when I take my hands off
ask yourself:
the wheel, I let someone own something. A lot of the time,
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more often than not, especially if I've hired well, they will
ask yourself:
actually outperform me in this new task, and that is where it
ask yourself:
gets really exciting.
Scott Ritzheimer:
Let's talk about that. Let's talk about
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hiring well because it is, in some extent a prerequisite
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because if you have the wrong person and you do the right
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things, you can still get the wrong result. Which then again,
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how do you like? What was the right thing? What was the wrong
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thing? It's really hard to tell. So, yet, how many entrepreneurs
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do you know that went and had any type of formal training on
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hiring at all? I mean, it's almost none. And those that do,
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it's almost this equal but opposite problem. So let's just
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talk with the the average, normal, typical founder. She has
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she has found out that she has to hire and figured out how to
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hire or maybe how not to hire just by having to.
Lacey Newman:
Right.
Scott Ritzheimer:
What? How can we help pave that road a little
Scott Ritzheimer:
bit clearer for them so that they can hire well as opposed to
Scott Ritzheimer:
just hiring because they have to.
Lacey Newman:
Sure, I've got a few steps to do this that are
Lacey Newman:
really, really easy to follow. I mean, step number one is hire
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before you need to, but nobody ever does that. So let's not
Lacey Newman:
pretend that's a reality. We don't do that. Normally, we hire
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when we are already in significant pain, and we will
Lacey Newman:
often throw out some sort of job description. Put out, put out
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the signal. We need some help. We bring a couple people in, and
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we look at who we have in front of us, and we go, okay, any,
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miney, moe. Which of these people is probably the best out
Lacey Newman:
of the ones that are in front of us? And then we hire them, and
Lacey Newman:
we bring them on board, and then often we are so busy doing what
Lacey Newman:
we do that we don't actually onboard them, train them, and
Lacey Newman:
support them properly. Much less the conversation we just had
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about actually letting them support us, and then it doesn't
Lacey Newman:
work out. And then we go, "Oh, I touched the hot stove. I don't
Lacey Newman:
want to do that again. That was a mess. But really, it was
Lacey Newman:
because there was no process that was really followed. So the
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way that I do it, and when I'm working, especially with my
Lacey Newman:
one-on-one clients who are are really in this position, I say
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first of all, you have to start with what what truly is the job
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that you need. You need to look at what is mine, and what should
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I not be doing. And then now we used to have to go, okay, what
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needs to be done by me? What needs to be done by a system?
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What can a system take over, or what needs to be done by another
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human? Well, now there's a fourth category, which is what
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can AI do? So before in if you lose someone on your team, or
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you're creating a new position on your team, you need to first
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begin. With where can this be tackled with AI? Because there
Lacey Newman:
is so much that can be automated and can be done by AI now.
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That's really exciting, which then allows you and the other
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humans on your team to do really important work that only a human
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can do. It's better for you. It's better for the people and
Lacey Newman:
their growth on your team. So you've got to ask yourself that
Lacey Newman:
question first, but you put out okay, this is what I truly need.
Lacey Newman:
This is what the rule the role truly requires, and then I
Lacey Newman:
always have people submit a video with applications. So I
Lacey Newman:
have you fill out my application, and at the bottom
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of the application it says, please submit a three minute
Lacey Newman:
video. You know, couple basic questions like, why do you think
Lacey Newman:
you're a great fit for this job? What do you see yourself
Lacey Newman:
bringing to the role? You know, don't. This is not rocket
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science. Just something. But what I do is that by having them
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submit a video, number one, you rule out a lot of people
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instantly because lots of people will not submit a video. Okay,
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if you can't follow instructions, you're not going
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to be on my team. A lot of times, people will email me and
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say, "I can't figure out how to submit this video. Okay. Well,
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if you can't figure it out without coming to me, you don't
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belong on my team. So then, of the people who followed
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instructions and figured it out on their own, even if they
Lacey Newman:
didn't quite know how to do it, I then get the opportunity to
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see how people communicate. See, you know, get their thought
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process. I really go into my interviews with them coming from
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a more informed place, and then I always like to give people a
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test project, a paid test project, because a lot of times
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we will make assumptions about a new hire and what their
Lacey Newman:
capabilities are, or you know what they know or they don't
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know. But I love to give people a test project and I pay them,
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you know, equivalent of what that project might be. A lot of
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times I'm working with independent contractors, so I'll
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just say, okay, this is the this is the job I want you to do.
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Let's negotiate a fair rate for it, but this is not a big
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contract, and then it gives me the opportunity without a ton of
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instruction to see what they bring to the table, and then if
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you've done that, if you know that you found, if you've really
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done your own due diligence on what are you truly looking for,
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you do a really nice streamlined vetting process of the right
Lacey Newman:
candidate. You give them an opportunity to show you what you
Lacey Newman:
can do before you make a commitment. Then you have really
Lacey Newman:
done a lot more in creating an environment that allows for that
Lacey Newman:
person to be the right fit on your team. But then you really
Lacey Newman:
have to take it to the next level, and you have to show up
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for them and give them your time and attention, give them
Lacey Newman:
proximity to you, because you can give somebody an SOP and a
Lacey Newman:
job description, and say go figure it out. But they will
Lacey Newman:
learn so much more by being around you and being in your
Lacey Newman:
presence, and really learning how you think, not just how to
Lacey Newman:
do the job. And if you follow those that set of instructions,
Lacey Newman:
the the success rate that I and my clients have had with making
Lacey Newman:
a great hire that lasts a long time and truly does add value is
Lacey Newman:
is really really high.
Scott Ritzheimer:
Yeah, one of the things that I kept thinking
Scott Ritzheimer:
about as you're going through this because those are really
Scott Ritzheimer:
wonderful and simple steps, and it makes sense, especially why
Scott Ritzheimer:
you would need to start hiring ahead to give yourself time for
Scott Ritzheimer:
this process to see its way through. But one of the
Scott Ritzheimer:
challenges I think listener might be thinking as they're
Scott Ritzheimer:
sitting there, like Lacey, you seem super, super confident.
Scott Ritzheimer:
It's easy for you to just say, "Oh, they're the they're not the
Scott Ritzheimer:
right fit. But there's this imposter syndrome that sneaks in
Scott Ritzheimer:
on us that kind of tells us, "Who do you think you are? Why
Scott Ritzheimer:
do you think they would work for you, or or why do you think
Scott Ritzheimer:
you're so special that they should have to jump hoops for
Scott Ritzheimer:
you? What would you say to you know a client of yours that was
Scott Ritzheimer:
wrestling with that imposter syndrome at this stage?
Lacey Newman:
Well, the right person for you would never think
Lacey Newman:
those things. So the number one thing that founders who are like
Lacey Newman:
me, who are often you know solopreneurs, small team
Lacey Newman:
leaders, small business owners-I'm not talking about
Lacey Newman:
like 10 person teams, as you know. The number one quality
Lacey Newman:
that I'm looking for in someone to bring on my team is a "I will
Lacey Newman:
do whatever you need" attitude. Somebody who comes in and is
Lacey Newman:
like, "I am here to learn. No job is too big. No job is too
Lacey Newman:
small. I'm here to show up because that that level of
Lacey Newman:
appreciation for what you do and engagement in the process is
Lacey Newman:
something that you can't really teach. So that's what I'm
Lacey Newman:
looking for first and foremost is somebody who's just like I'm
Lacey Newman:
excited for this opportunity. I'm willing to roll up my
Lacey Newman:
sleeves and do whatever needs to happen to get it done. That that
Lacey Newman:
is a really good indicator that you have the right person. And
Lacey Newman:
so you know if you if you are hung up on I don't deserve to
Lacey Newman:
have support or I'm not ready to have support or you know I don't
Lacey Newman:
have well I hear a lot of times well when I get all these
Lacey Newman:
systems in place. Then I'll be ready to bring someone on. I
Lacey Newman:
mean, it that that is a mentality that will keep you
Lacey Newman:
stuck in exactly the place that you are for so long. You bring
Lacey Newman:
someone in who will help you create the systems. Bring
Lacey Newman:
somebody in that will help you untangle the mess that you have
Lacey Newman:
made by trying to do it all on your own. And so it's really
Lacey Newman:
it's really not achieving perfectionism that or achieving
Lacey Newman:
a perfect spot in your business where you now deserve to have
Lacey Newman:
support. It's bring that support in and let them help you get to
Lacey Newman:
the place that you want to get.
Scott Ritzheimer:
Yeah, to to just totally let that fear go
Scott Ritzheimer:
away, and I think you you would speak to this as well. I
Scott Ritzheimer:
remember thinking I was the only person who had a screwed up
Scott Ritzheimer:
business, and then I remember walking into my first like other
Scott Ritzheimer:
$10 million business, and I was like, "You guys are more screwed
Scott Ritzheimer:
up than we are. And then I remember the first time I
Scott Ritzheimer:
consulted with $100 million organization, I'm like, "This is
Scott Ritzheimer:
terrifying. You know, how could I teach them anything? And in 30
Scott Ritzheimer:
minutes, I'm like, "They're just as screwed up as we are. And
Scott Ritzheimer:
then the same thing for a billion dollar organization and
Scott Ritzheimer:
and a $7 billion like everyone screwed up so yeah I love that
Scott Ritzheimer:
like don't wait for everything to be great it's always going to
Scott Ritzheimer:
be messed up but that doesn't mean it can't be better I really
Scott Ritzheimer:
really love that Lacey there's this question that I want to
Scott Ritzheimer:
make sure we make time for because it's a question ask
Scott Ritzheimer:
every one of our guests, and I'm very interested to see what
Scott Ritzheimer:
you'd have to say. But the question is this: What is the
Scott Ritzheimer:
biggest secret you wish wasn't a secret at all? What's that one
Scott Ritzheimer:
thing you wish every founder watching or listening today knew?
Lacey Newman:
Well, you kind of just stole my thunder on this,
Lacey Newman:
so I'm going to have to come up with another answer because the
Lacey Newman:
first thing that came to my mind, as I know you ask this
Lacey Newman:
question on this podcast. Is when I have clients come to me
Lacey Newman:
and they say, "When I I thought that when I had a multi million
Lacey Newman:
dollar business, it would all be organized and it wouldn't be
Lacey Newman:
stressful and it wouldn't be a mess. And I was like, "Well, why
Lacey Newman:
would you think that? You know, the bigger your business
Lacey Newman:
becomes, the bigger mess there is. So I'll piggyback on that
Lacey Newman:
and say the thing that I really wish people understood is that
Lacey Newman:
the current the the business that you built that will get
Lacey Newman:
you, let's say, to earning six figures, that will get you
Lacey Newman:
earning multiple six figures, that is not the same business
Lacey Newman:
that's required to get you to seven figures and multi seven
Lacey Newman:
figures and eight figures. Your business has to look completely
Lacey Newman:
different at every major jump in its size and structure. And so,
Lacey Newman:
one the moment that I really had that realization in my previous
Lacey Newman:
career as a real estate agent, all of a sudden, I mean, we'd
Lacey Newman:
been we'd been clicking along for a very long time, things
Lacey Newman:
were working beautifully, and then there came this point in
Lacey Newman:
time where everyone on my team started crying, and I was
Lacey Newman:
crying. the The support staff was crying. My business partner
Lacey Newman:
at the time. I mean, it we the wheels fell off. We were not
Lacey Newman:
happy. We were really stressed out. And what I came to realize
Lacey Newman:
is it wasn't a cultural issue on our team. It wasn't because I
Lacey Newman:
didn't have the right people on the team. It wasn't the clients.
Lacey Newman:
It wasn't anything other than the fact that the systems that
Lacey Newman:
we had created, that had worked beautifully up until a certain
Lacey Newman:
point, could no longer hold the business that we had then. And
Lacey Newman:
so that's that's really the thing I wish that people
Lacey Newman:
understood more. Is that you cannot hit your next level? I
Lacey Newman:
talk to I talk to the women I work with a ton about capacity.
Lacey Newman:
You can't hit a you can't carry a bigger business on your own
Lacey Newman:
capacity. You have to add additional structure. You have
Lacey Newman:
to add additional systems. You got to add additional support to
Lacey Newman:
really get to that next level, and I think that I think that so
Lacey Newman:
many of us believe, especially if we built our business by
Lacey Newman:
white knuckling it ourselves, we believe that if we just work
Lacey Newman:
harder, if we just learn a little more, if we work a little
Lacey Newman:
bit longer, we can get to that next stage. But that's not it at
Lacey Newman:
all.
Scott Ritzheimer:
all. Yeah, yeah, so true, so true. Well,
Scott Ritzheimer:
Lacey, before I let you go, I know there's some folks
Scott Ritzheimer:
listening who just they've loved this conversation. They'd love
Scott Ritzheimer:
to hear more about you, the work that you do, who you help, and
Scott Ritzheimer:
how you help them. Where can folks connect with you? Where
Scott Ritzheimer:
can they find more about the work th at you do?
Lacey Newman:
So you can find more about the work I do at my
Lacey Newman:
website, LaceyNewman.com, or I hang out on Instagram. That's
Lacey Newman:
my. That is my favorite social media. That's where I'm posting
Lacey Newman:
a ton of free content. My Instagram handle is
Lacey Newman:
heylaceynewman, and reach out to me if anybody has any questions.
Lacey Newman:
You know, one of the things that I really enjoy helping people
Lacey Newman:
with is time management because so many people want to work on
Lacey Newman:
their business, but they're so busy working in their business
Lacey Newman:
that they never really have time to do it. And I've created a
Lacey Newman:
super easy framework that will help you find the time in your
Lacey Newman:
own schedule to work on the things that will truly move your
Lacey Newman:
business forward. Even if right now you say I don't have any
Lacey Newman:
time to do it, and that's one of. My specialty is one of the
Lacey Newman:
things that I love helping people do the most because
Lacey Newman:
you'll never you never find time you have to go make the time and
Lacey Newman:
that's what I've really solved for. So if anybody's interested
Lacey Newman:
in learning a little more about that, I've got a totally free
Lacey Newman:
training that you can get from me. Just go and text me reclaim
Lacey Newman:
on Instagram, and I'd be happy to send it your way.
Scott Ritzheimer:
Brilliant, brilliant. We'll get that in the
Scott Ritzheimer:
show notes for all you, both the handle and the keyword. Lacey,
Scott Ritzheimer:
this was a wonderful conversation. I really, really
Scott Ritzheimer:
enjoyed it, and appreciate you coming on. And for those of you
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watching and listening today, you know your time and attention
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mean the world to us. I hope you got as much out of this
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conversation as I know I did, and I cannot wait to see you
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next time. Take care. Hey everyone, Scott Ritzheimer here.
Scott Ritzheimer:
Thank you so much for listening to the Start Scale and Succeed
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podcast. I hope this episode gave you exactly what you need
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foundersquiz.com. It'll pinpoint exactly where you are and give
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out of today's episode, don't forget to subscribe, rate, or
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review. It helps us reach more founders like you, and let's be
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guests. So keep starting, scaling, and succeeding, and
