Why Hiring for Growth is a Mistake, According to Daniel Priestley

In a recent LinkedIn post, Daniel Priestley challenges a common entrepreneurial assumption about business growth, arguing that hiring individuals solely to scale a company from its early stages can be a significant misstep. Priestley posits that those with the innate ability to drive substantial growth would likely be focused on building their own ventures rather than working for someone else.

The core of Priestley’s argument hinges on the idea that individuals capable of taking a business from a $300,000 turnover to $1 million are exceptionally rare and possess a unique entrepreneurial drive. He suggests that such talent is more often channeled into independent business creation.

Hiring someone to grow your business is a big mistake.

Priestley elaborates on this point, stating that the skill set required for such ambitious growth is typically found in founders themselves, or individuals who aspire to that level of autonomy and impact. He implies that expecting an employee to replicate this entrepreneurial drive and strategic vision may be unrealistic.

Rethinking the First Hire

Given this perspective, Priestley pivots to address a critical question for entrepreneurs: If not a growth specialist, then who should be the first hire? While the post doesn’t explicitly detail the ideal first hire, it strongly implies a need for individuals who support the founder’s vision and operational execution, rather than someone expected to independently engineer exponential growth.

The implication is that early hires should be focused on enabling the founder to implement their growth strategy, rather than being the architects of that strategy themselves. This could include roles that handle essential operational tasks, freeing up the founder’s time and energy to focus on the strategic direction and core business development.

The Entrepreneurial Mindset in Hiring

Priestley’s insights suggest a need for entrepreneurs to align their hiring strategy with the realities of early-stage business development. Instead of seeking a ‘growth hacker’ or ‘business builder’ as a first employee, the focus might be better placed on finding individuals who are highly competent in their specific domain and are willing to contribute to a growing enterprise under the founder’s leadership.

If someone had the skills to grow your business from 300k to a million, they’d be building their own business.

This perspective encourages a more grounded approach to team building in the crucial early phases of a business. It emphasizes the founder’s central role in driving growth and the importance of complementary skills in early hires, rather than seeking a surrogate founder.

Resources for Aspiring 7-Figure Founders

Following his core argument, Daniel Priestley introduces a resource designed for entrepreneurs aiming to reach the seven-figure mark within a 12-18 month timeframe. He highlights the ‘7-Figure Founder Pack,’ available for free, which includes several valuable components for business leaders.

• The Entrepreneur Journey Map.
• The 24 Assets roadmap.
• A free digital copy of his book, ‘Key Person of Influence.’

Priestley positions these resources as tools to help entrepreneurs navigate the path to significant growth, reinforcing his expertise in advising business leaders on scaling strategies. The availability of these materials, including his acclaimed book, offers entrepreneurs practical guidance stemming from his analysis of business development and hiring.

So, who should your first hire actually be?

This closing question from Priestley’s post serves as a prompt for continued reflection among his audience, encouraging them to reconsider their hiring strategies in light of his cautionary advice about seeking external growth drivers too early in a company’s lifecycle.