Claire is wonderful at supporting and enabling children to play and develop a wide range of skills in environments supported by skilled play workers.

These skills support all areas of children's wellbeing and alleviate the more stressful elements of modern childhood such as academic pressure and increased online socializing.

What she didn't know was how to develop "ownership" of systems and processes within her teams. This led to her being pulled in all directions within her business. She didn't know how to be less hands on and more present with the business and the bigger picture.

Let's break it down:

Claire's story is extremely common.

I'd go as far as calling it "text book", or "case study" classic. Let me explain...

When you're just getting started in business, you tend to excel at your craft and begin learning how to manage other areas of the business. This usually leads to a sudden growth spike since you're doing everything yourself, to an exceptional degree.

But - When things get too big, the owner has to hire and relinquish control. This is where the feeling of golden handcuffs comes into play. We need a team but the team isn't able to perform at our bandwidth (a sign of system problems rather than team problems) so we think to ourselves "If I want it done right I may as well do it myself"

However - this is not how we solve the problem. We solve the problem by learning how to develop systems that operate without us and automations to support that. Thankfully for Claire, she learned both of these within our program.

When she joined us, we helped her to get laser focus and address the systems that needed to be built in the right order that ensured life was getting easy, and the business was growing weekly. Many business owners simply attempt to build processes and systems in the sequence in which they occur, this is wrong.