Shaneé Fulton has over a decade of experience in speech-language pathology, specializing in pediatric care and educational support. Passionate about fostering communication skills in children, she combines evidence-based practices with compassionate care to empower young learners.
As the owner of Language to Learning, Inc., I've faced many challenges running a small business. One of the hardest lessons I've learned is how difficult it is to manage people. When I started, I was excited to grow and hire a team, but I needed to realize how much time and emotional energy would go into managing therapists and administrative staff. It took me away from what I love most: helping kids learn and grow their communication skills.
Over the years, I've made plenty of mistakes and had to recalibrate how I manage my business more than once. You might be going through the same struggles if you're a small business owner like me, especially in education or healthcare. Here's why managing people can be so challenging and why, after trying to grow, I've realized that staying small might be the best way forward.
The challenges I've faced managing people
When I started hiring employees, the dynamics of my business changed drastically. Suddenly, I wasn't just the expert in language therapy but also the HR department's team leader, motivator, and sometimes even mediator. Here's why managing people has been one of the most complex parts of being a small business owner for me:
1. Limited resources
I don't have the luxury of a dedicated HR department or an entire team to handle hiring, payroll, and conflict resolution. Everything falls on me, which means when something goes wrong with a hire, it's a costly mistake. I've experienced firsthand how hiring the wrong person can drain both my financial resources and my time, not to mention how it can impact the morale of the rest of the team.
2. Managing emotions and personalities
Managing people is emotionally draining. I've had to help employees through personal issues, resolve conflicts between team members, and deal with underperformance in fair and empathetic ways. Since I work with therapists who are naturally attuned to emotions, the interpersonal dynamics sometimes require even more emotional labor on my part than I ever anticipated.
3. Becoming the bottleneck
All key decisions fall on me. Whether it's handling client issues, making operational decisions, or figuring out how to grow the business, I'm the one everyone turns to. Balancing the roles of therapist and business owner has often left me feeling stretched too thin, leading to burnout.
Why I've decided to stay small in 2024
After experiencing the scaling challenges, I've concluded that staying small as a team of fewer than five is the better path for me and my business in 2024. Here's why I believe this is the right choice:
1. More control over my business
By keeping my business minor, I can maintain control over every aspect. I don't have to rely on others to make critical decisions or worry about my vision being upheld. With a more minor team, I can pivot quickly and make changes without getting bogged down by bureaucracy. Staying small means, I can stay true to the values that are important to me and ensure every client receives the personal attention they deserve.
2. Lower overhead, more flexibility
The bigger the team, the higher the costs. I've realized that by keeping my operation lean, I'm better able to manage the financial side of the business. More office space, more salaries to pay, and more flexibility mean I can focus on delivering quality services without stressing over cash flow. Plus, in 2024, the ability to offer remote work and flexible hours is crucial for my team and myself.
3. Stronger relationships with clients
My clients value the personal attention I can give them when I'm not overwhelmed by managing a large staff. Staying small allows me to build deeper relationships with the families I work with, and they appreciate knowing that I'm personally involved in their child's development. This connection has become a cornerstone of my business, and I'm committed to maintaining that level of care.
How I'm bouncing back from downsizing
After attempting to grow my team and realizing it wasn't the right fit, I've had to downsize. But instead of seeing it as a setback, I'm using it as an opportunity to refocus on what truly matters. Here's how I'm bouncing back:
1. Learning from my mistakes
One of my biggest mistakes was thinking that bigger automatically meant better. Hiring more therapists and administrative staff would allow me to step back and focus on growth. But managing people took up so much of my time and energy that I couldn't focus on the bigger picture. Downsizing has given me the space to focus on the strategic aspects of the business without feeling overwhelmed by day-to-day management.
2. Prioritizing the right people
I've learned that a small, dedicated team can often be more effective than a larger, less cohesive one. After downsizing, I've become more selective about who I bring on board. I now hire people who share my passion and commitment to my clients. This shift has created a more harmonious work environment and allows me to trust that everyone on the team is fully invested in the business's success.
3. Implementing better systems
To make things easier, I've started using more streamlined administrative tools that reduce the need for hands-on management. I've invested in scheduling software, project management tools, and other systems that help me keep things running smoothly. These changes have freed up more time to focus on what I love most, working with the children and families who come to Language to Learning, Inc.
Looking ahead: Choosing intentional growth
In 2024, I've decided that staying small is not only okay but also the right choice. I've learned that success doesn't have to mean scaling up. It can also mean staying true to my values, delivering high-quality services, and maintaining a work-life balance that works for me. By keeping my business minor, I can continue providing the personal attention that sets me apart while avoiding the burnout of managing a large team.
If you're a small business owner struggling with the pressures of managing people, know that bigger isn't always better. Sometimes, the best path forward is to stay small and intentional and focus on what matters, serving your clients and creating a business that brings you fulfillment.
Read more from Shaneé Fulton
Shaneé Fulton, Entrepreneur & Speech Language Pathologist
Shaneé Fulton is a dedicated speech-language pathologist with extensive experience in pediatric care and educational settings. She is deeply committed to helping children enhance their communication skills through personalized therapy and support. Shaneé's expertise includes working with diverse populations, collaborating with educators, and advocating for inclusive learning environments. Explore her insightful articles to discover practical tips and strategies for promoting speech and language development in young learners.
Commenti