So well put! @Jed take note of @Craig here -- a perfect example of the 'accelerator mindset'I think developing assets is an important step. Also promoting from within (if the person has the right mojo) is also easier than bringing someone in fresh. I had decided that I needed to step away from sales but I also knew that they needed a framework to operate within. I'm a process guy so I'd already developed a prospect database, pitch pack and a sleek brochure. It was just a case then of taking them through each of those and getting them comfortable with the delivery. Same for pricing - we already had a pricing database and a method of review, it was just a case of articulating that. I'd also recommend getting down on paper (to a procedural level) what it is that you want to outsource - you'll be surprised how much you actually do when you break it down step by step. I was lucky in that one of my customer service staff stepped up and said that they'd love to do the sales job. Inadvertently now that I've stepped out of sales the new owners don't know me and therefore I don't get weighed down by owner escalations.
There is a certain degree of discomfort when stepping away from work that you are used to doing - a feeling of guilt that no-one can do it better than you and that you are letting your business down somehow. You have to hold your breath and push through this. I felt this discomfort when I gave over my properties to my team to manage for the first time. I did it again when I gave up sales. Then again when I gave up pricing. I will feel it again when I give up the next thing...I don't know what that is yet, but I know that each time I give up the next piece of work I'm one more step higher up the mountain!