While each of these leaders are happy with the decision they made to take on a management position, they all eventually came to the same realization that they couldn't do it all on their own. Whether it was handling social media, completing payroll, or making sure employees were heading to the correct locations on time, tasks that had become second nature eventually had to be sacrificed in favor of management responsibilities.

For Bands, it meant overcoming her personal reluctance to hire a business development person. While she was so used to handling many of the administrative duties, she knew her loftier goals of expanding to newer markets weren't feasible with too much else on her plate.

Reflecting back on the hire a year later, Bands learned that delegating those responsibilities not only provided more time for her own objectives, but also alleviated the stress on other employees as well — improving the company culture.

"It goes back to the ideas of Steven Covey and having the right people in the right seats on the bus," she says. "It's been a focal point that's gone a long way for us and there's a greater appreciation for the field and office staff because everyone is doing their part."

Vidal-Johnson had similar thoughts to Bands, adding the importance of companies taking their time with the hiring process. By taking time on the front end to plan out the exact responsibilities and training, companies minimize the chance of hiring the wrong person.

"It was difficult for me at first because I had a very particular vision but learning to let some of that control go has been pivotal," says Vidal-Johnson. "It took us six months to hire someone that would take over a certain set of marketing responsibilities, but since we made it, I haven't had to worry about those projects getting done."

While delegating often centers on existing responsibilities, it can also apply to new ideas and roles. For Kilgore, delegation came to the forefront with the hiring of an inside marketing officer.

The position, Kilgore explains, focuses not on outside hires, but instead promotes the company from within and highlights the benefits of working for the company.

“It’s a lot easier to retain than needing to hire new people, so our inside marketing officer researches intrinsic ways to keep our employees engaged and excited to show up each day,” he says. “We have huge competition when it comes to companies like Amazon offering high wages, so we have to be competitive in other ways. The longer people are with you, the better the cleaning and happier the clients are.”

Perhaps the most intriguing aspect of young leaders entering the fold is that many are just getting started; all with the potential to collectively reshape the industry. In the years ahead, these new approaches to marketing, retention and expansion will continue to improve as more perspective is gained.

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