It's probably wise to stop doing 20-dollar-an-hour work and consider whether it’s time to make that next (or your first) hire. Here are six signs you’re ready to stop juggling and start delegating to a new hire.

1. You have efficiencies in place.

Before investing in your next new hire, make sure your current team is working to full capacity. If their hours are billable, create a budget for the time spent on each project. You may be able to crank out a job in a day or two, but your team members may not be as confident and experienced as you are. Some may tend to linger on a project when a strict timeline is not in place, thus losing money for the company.

If your team is not billable, ensure all job descriptions are clear, and tasks are completed regularly and efficiently. Studies have found that the average office worker is productive for only about 2 hours and 53 minutes per day.  A Salary.com survey revealed that 89% of employees openly admit to wasting time at work. These employees aren’t necessarily slacking; the human brain is not built to hyper-focus on tasks for a straight 8 hours. Clear directions, breaks, and a boss who leads by example will help mitigate these concerns.

2. You’re doing too much billable work.

If you’re a photographer, designer, landscaper, or any business owner who clocks billable hours, you need to know when it’s beneficial to be on the clock versus growing your business. There are projects only you can do (until your company is profitable enough to replace you). If you’re stuck behind a desk or out in the field most of the time, who will find the next batch of prospects? Who will create and build the long-term vision for your company?

3. You have a proven marketing strategy in place.

There’s no sense in hiring another person, no matter how busy you are in the moment, if you don’t have a way to pay their salary and other expenses. I ask business owners the following question to help them gain a complete perspective on their business’s potential for growth: If you could add another twenty hours (or more) a week to your availability, how quickly, and how much could you grow your business?

Most entrepreneurs reply instantly, suggesting that they could scale quickly. What is your answer? Write down precisely what you would do to bring in more business. This is the foundation for your marketing plan. Work with your coach or mentor to build out the plan with a timeline and projections on growth potential. Now you know how long it will take for you to pay for the extra headcount and sustain the growth.

4. You’ve evaluated affordability.

If you're struggling to cover monthly expenses or carrying high-interest debt with no clear plan to pay it down, hiring may need to wait — or be done strategically (like starting with a part-timer or contractor).

Ask yourself:

• Can your business cover your current operating expenses, including your own compensation?
• Do you have at least three months of payroll saved or a reliable revenue stream to cover it? Your proven marketing strategy can help.

If the answer is “no” to these questions, take a breath. Get clear on your numbers first. A well-timed hire can be your most significant growth move. A premature one? A cash-flow killer.

That said, if you're close — and especially if you're still doing tasks that someone at $20/hour could do — a strategic part-time hire or outsourced contractor might be the bridge between burnout and breakthrough.

5. You have training and onboarding processes in place.

It’s a horrifying experience for the entrepreneur, their team, and their new hire when a new person is plunked down at a desk with no clear definition of their job, goals, and daily tasks. Assign the responsibilities for onboarding and training to yourself or another qualified party:

Create a 30-60-90 Day Onboarding Plan

• Week 1 orientation/training
• Training for key tools and platforms they’ll need to learn
• Goals for each month of their first 90 days
• Regular check-ins for feedback (yours and theirs)
• Add them to payroll and your benefits program if you have one
• Inform them of your PTO policies. (At some point you’ll need an employee handbook)
• Have their computer login credentials ready
• Set up their email and access to the programs and apps they will use

6. You are diligently developing your leadership skills.

Leadership may or may not come naturally to you, but masterful leadership skills are developed with intent, and over time. You can’t define your leadership style without defining your company culture and values first. Read books and blogs, listen to podcasts, but most importantly, work with a leadership and business coach to help you know yourself and who you are as a leader.

All of this might sound like a lot of effort, but ask yourself this: Would you rather spend your time and energy doing low-wage jobs or billable work for little in return or do fewer of these things so you can grow your company, increase your take-home, and actually spend time at home without working?

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