At one point in my life, I managed a team of seven. My days consisted of 1:1 calls, performance reviews, and running interference between the team, other departments, and customers.
I thought that’s what I wanted: the perceived power and responsibility of being a manager. But in reality, it was very stressful.
Today, I have been a solopreneur for three years. The assumption is that solo businesses are a starting point. You launch alone, build momentum, hire employees, and scale. That’s the entrepreneur’s playbook, right?
But over 80% of small businesses in the U.S. have no employees, according to the U.S. Small Business Administration. For many of us, that’s not a limitation. Staying solo is a deliberate strategy that prioritizes control and flexibility over growth for growth’s sake.
