You Make the Call-Situation 2
A few years after successfully launching a new business, an entrepreneur found himself spending 16-hour days running from one appointment to another, negotiating with customers, drumming up new business, signing checks, and checking up as much as possible on his six employees. The founder realized that his own strength was in selling, but general managerial responsibilities were very time consuming and interfered with his sales efforts. He even slept in the office two nights a week.
Despite his hard work, however, he knew that employees weren't organized and that many problems existed. He lacked the time to set personnel policies or to draw up job descriptions for his six employees. One employee even took advantage of the laxity in supervision to skip work sometimes. Invoices were sent to customers late, and delivery schedules were sometimes missed. Fortunately, the business was profitable in spite of the numerous problems.

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The Answer of You Make the Call-Situation 2
A few years after successfully launching a new business, an entrepreneur found himself spending 16-hour days running from one appointment to another, negotiating with customers, drumming up new business, signing checks, and checking up as much as possible on his six employees. The founder realized that his own strength was in selling, but general managerial responsibilities were very time consuming and interfered with his sales efforts. He even slept in the office two nights a week.
Despite his hard work, however, he knew that employees weren't organized and that many problems existed. He lacked the time to set personnel policies or to draw up job descriptions for his six employees. One employee even took advantage of the laxity in supervision to skip work sometimes. Invoices were sent to customers late, and delivery schedules were sometimes missed. Fortunately, the business was profitable in spite of the numerous problems.