Scaling with Intention: Insights from the Executive Edge Panel on Hiring for Strategic Growth
In today’s fast-moving business landscape, hiring isn’t just about adding bodies—it’s about building impact. That was the central theme of our Executive Edge panel, hosted by Workergenix founder and CEO, Harley Green. This dynamic session brought together an elite lineup of business leaders to explore the often-misunderstood art of hiring with strategy, purpose, and long-term vision.
Preferred listening on the go? Catch the full podcast episode on Spotify and Apple Podcasts.
Meet the Panel
The June edition featured powerhouse panelists with deep experience in operations, team-building, and scalable business strategy:
- Clay Posey, CEO of Clearbox Strategies
- Susan Fennema, CEO of Beyond the Chaos
- Mike Slinker, CEO of Tennessee Memories & Founder of Slinker Consulting
- Jason Rosado, Business Coach and Founder of Distinctive Coaching for Business Success
Each guest shared their unfiltered insights on when to hire, how to delegate without abdicating, and what it truly takes to scale without burnout.
The Myth of “More People = More Progress”
Harley kicked things off by challenging a common myth: that hiring more people automatically leads to more output. Susan Fennema was quick to point out that without systems and structure, more team members can lead to confusion, not productivity. Clay Posey shared a vivid story from his early career, cautioning against the “military math” of assuming 200 workers can accomplish a 200-hour job in one hour. As he emphasized, each new hire introduces complexity and potential inefficiencies if not integrated with intention.
Stories of Game-Changing Hires
Each panelist shared a story of a single hire that transformed their business. For Susan, it was a part-time virtual assistant who evolved into her full-time Director of Operations—and future successor. Jason Rosado recounted how helping a client hire a project manager doubled their revenue and cut work hours in half. Mike Slinker highlighted the essential difference between visionary leaders and tactical implementers, explaining how hiring a strategic executor turned a high-growth church organization around.
Clay emphasized the leap of faith (and data) required to hire a manager before the chaos hits. His early-year hire freed him up for business development and helped match the company’s entire prior-year revenue by mid-year.
Where to Start: Ops, Sales, or Admin?
There was a healthy debate on where founders should begin scaling. Susan recommends getting out of day-to-day operations first, especially for small businesses. Jason focuses on aligning the owner’s strengths and passion with their role and building the org chart around that. The consensus? Every founder’s path is different, but clarity on your unique value is non-negotiable.
Hiring Fails & Lessons Learned
No panel on hiring would be complete without talking about what not to do. Clay shared a painful (but valuable) lesson about hiring without clear systems. Jason stressed the need for two-way interviews, encouraging founders to ask tough, disqualifying questions to reveal fit. Mike urged business owners to recognize the art of interviewing, and Susan warned about mixing business with family without a clear exit.
Knowing When It’s Time to Hire
The panel closed with actionable frameworks for recognizing when it’s time to bring someone in. Jason shared how he uses vision-based planning and energy coaching to help clients tune into their internal compass. Susan and Clay emphasized data and financial forecasting. Mike introduced a “rubber band” analogy—watching for stretch and stress as signals that your team’s capacity is maxed out.
Final Takeaways
If there’s one thing this panel made clear, it’s that hiring is never just about filling a role. It’s about aligning vision, values, and capacity to drive the business forward. When done right, a single hire can transform a company’s culture, revenue, and trajectory.
Let’s build the team that brings your vision to life.
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Transcript
Harley Green:
Welcome, everyone. I’m Harley Green, founder and CEO of Workergenix, where we help executives and leadership teams stay focused on high-impact activities by delegating the rest to highly skilled, AI-leveraged Ultimate Executive Assistants. I’m thrilled to moderate today’s Executive Edge live panel with a group of powerhouse leaders who understand that hiring should be about strategic impact, not just headcount.
Our panelists include:
- Clay Posey, CEO and founder of Clearbox Strategies, with over 30 years of experience in data-driven growth strategy and scalable team building.
- Susan Fennema, CEO and founder of Beyond the Chaos, is an operations expert helping business owners escape the weeds through strategic support hires.
- Mike Slinker, CEO of Tennessee Memories and founder of Slinker Consulting, is a visionary who has built value-driven teams across industries.
- And joining us shortly will be Jason Rosado, founder of Distinctive Coaching for Business Success.
Let’s jump right in.
Why Do Leaders Think More People = More Progress?
Susan Fennema:
Often, leaders feel overwhelmed and assume hiring more people is the solution. But that doesn’t always address the root problem. It adds overhead and interpersonal complexity, and without strategic clarity, more people won’t solve the issue.
Mike Slinker:
Many leaders equate headcount with productivity. But real progress lies at the intersection of vision and execution. It’s about finding the right implementers to match your vision, not just more hands.
Clay Posey:
This reminds me of my first job under a retired Marine Colonel. He joked that if a project needed 200 hours, a general would say, “Great, bring 200 men and do it in an hour.” But adding people doesn’t linearly increase productivity. There’s overhead, training, and diminishing returns.
Jason Rosado:
People think hiring is a way to duplicate themselves. It sounds easy in theory, but it’s complex in practice. If not done right, you create more work, not less.
Turning Points: Stories of a Key Hire
Mike Slinker:
While serving as Executive Pastor at a large church, the lead pastor had vision but lacked tactical execution. My role became about implementing systems so ministry directors could align with that vision. It reinforced how critical it is to support visionary leaders with operational strength.
Susan Fennema:
A few years ago, I hired a part-time VA who is now my full-time Director of Operations and right-hand. Her growth has been remarkable. When you hire someone aligned with your values and culture, they become a true extension of you.
Jason Rosado:
A client of mine, Andrew, had a team but was doing 70-hour weeks because he didn’t trust them. We reorganized his structure and hired a project manager to act as a buffer between him, his team, and clients. Within six months, he doubled his revenue and cut his hours in half. That one hire changed everything.
Clay Posey:
Hiring a Head of Operations this past January was pivotal. Even though she’s still ramping up, we’ve already matched last year’s revenue halfway through this year. That hire freed me to focus on business development, and it’s paid off tremendously.
Where Should You Start When Building Support Teams?
Susan Fennema:
Start by removing the owner from operations. Focus on sales, finance, and strategic oversight. Outsource marketing early if possible, and use fractional or part-time hires. You don’t need a full-time COO at $250k; there are more scalable ways to get help.
Jason Rosado:
Start with the owner’s passion. What do they love? What brings ROI? Then outsource or delegate the rest. I even have my clients create a job posting for themselves to define their dream role. From there, we build around them.
Mike Slinker:
You must assign a value to each role. Understand who brings the most value to each function and align hires accordingly.
Clay Posey:
Remember to delegate, not abdicate. Culture starts with the founder. Define and measure it. Whether you’re hiring locally or globally, instill your values and maintain quality control.
Hiring Fails and How to Avoid Them
Clay Posey:
The E-Myth by Michael Gerber taught me the importance of building systems before hiring. Clear roles and expectations are critical. I’ve made mistakes by hiring without defining responsibilities, and it led to failure for everyone involved.
Jason Rosado:
Most interviews are two people selling to each other. I teach a “two-way interview” process, where both sides explore potential mismatches. Ask tough questions like, “Why might this role not work for you?” It leads to better hires and fewer surprises.
Mike Slinker:
Interviewing is a skill. If you’re not good at it, hire someone who is. Otherwise, you’ll make hiring mistakes that could cost you dearly.
Susan Fennema:
Avoid hiring family unless you’re clear about how it ends. If you can’t fire someone, you probably shouldn’t hire them. Set expectations from day one, even with friends or relatives.
What Do You Do Now Before Making a Key Hire?
Susan Fennema:
I run the numbers rigorously. Once, I hired someone hoping revenue would match. It didn’t, and I had to part ways. Now, I consider what happens if projections fall short.
Clay Posey:
I ask candidates to reflect on their budgets. Not share them with me, but to be honest with themselves. If they’re taking the job but can’t cover their expenses, it won’t end well.
Mike Slinker:
Pay-for-performance agreements keep both sides aligned. They encourage results while managing cost and motivation.
Jason Rosado:
Be cautious about asking too much. Budget questions might border on legal gray areas. Help new hires plan financially, but don’t overstep.
When Is It Time to Hire?
Jason Rosado:
Map out where you want to be in a year, then work backward. Build a hiring timeline based on business goals, capacity, and stress levels. Factor in emotional blocks too, fear often clouds judgment.
Susan Fennema:
Treat hiring as a last resort. Start with automation, outsourcing, and part-time support. People are your most expensive resource, and drama often follows them.
Mike Slinker:
Use the “rubber band” analogy. If a team is stretched to the max, it’s about to snap. Don’t wait for burnout. Build margin early to support healthy growth.
Clay Posey:
I forecast hiring needs based on our pipeline and metrics. If I know I’ll need someone by August, I start hiring in June to allow ramp-up time. Data-driven hiring protects your team and ensures quality delivery.
Closing Thoughts & How to Connect
Mike Slinker:
Reach me directly at 615-738-8883. Happy to connect.
Jason Rosado:
I offer a free organizational structure and revenue growth assessment. Text “assessment” to 773-829-1276 to schedule.
Clay Posey:
Visit clearboxstrategies.com to book a time with me. We help with planning, growth, marketing, and automation.
Susan Fennema:
Check out beyondthechaos.biz/operations-audit for a free operations audit. Let’s talk about getting you out of the day-to-day.
Harley Green:
Thanks to all our amazing panelists. If you enjoyed this, I invite you to our free masterclass, Delegate to Dominate, where I show you how to reclaim 15–30 hours a week with strategic support. Visit workergenix.com/bonus-masterclass for access and a special offer. Thanks for joining us—see you at the next Executive Edge live session!
