Hiring for the Long Haul: Rockstar VS. Superstar
One of the biggest hurdles small business owners face isn't just "finding help"—it’s finding the right kind of help for the seat that’s currently on fire. When we talk about operations and bringing in someone for a role, I see people get stuck because they haven't clarified what kind of energy the scope actually needs to sustain the business long-term.
If you’re feeling at capacity and ready to hand over the reins (yee-haw!) and delegate part of your business, here is how I think about designing a role that actually lasts…. in other words, someone who sticks around!
Rock Stars vs. Superstars: Know Which Energy You Need
In the world of hiring, we often think "Superstar" is the ultimate goal. We want the person who is going to give 110%, bring a mountain of new ideas, and constantly exceed expectations. But in a small business, a Superstar can sometimes be a liability if the role doesn't have enough room for them to grow. Superstars get agitated when they feel stuck doing the same things; they need a trajectory. If you hire a Superstar for a role that requires steady, consistent "chipping away," they’re going to get bored—and in six months, you’ll be right back at the hiring table.
The Rock Star, by contrast, is your steady, consistent anchor. These are people who are content—and actually feel good—sitting in one seat and finding a real groove, mastering just a few things.
They don't mind the tedious things. They show up, they check the box, and they are incredibly good at the consistent "chipping away" approach.
The reality of operations is that the best systems are invisible. It's like plumbing—you don't notice it until it leaks. Rock Stars are the ones who allow things to run so smoothly that the plumbing never leaks. But here is a kind warning…because they make it look easy, it can be easy to forget to appreciate them or to forget how long it actually takes to do all the little things they quietly take off your plate. When it comes to role retention, protecting your Rock Stars from your own blind spots is critical. Before you post that job description, ask yourself: Do I need a firework for this role (that will bring big ideas to the table but might burn out), or a lighthouse that will stay lit for years?
The "GWC" Filter: A No-Nonsense Gut Check
Borrowed from EOS (Entrepreneurial Operating System), I always use the GWC framework to gut-check a potential hire. It sounds simple, but being brutally honest about these three letters will save you months of second-guessing yourself about whether or not “they’re the right person for the job.”
Get it: Does the role "click" for them? Beyond just having the skills, is it a natural fit for how their brain works? Do they understand the "why" behind the workflows?
Want it: Are they genuinely energized by the work? When you talk about the role, do they lean in? You can't train someone to be excited about operations or admin; they either want the responsibility, or they don't.
Capacity: While we need to confirm their time availability, this isn't just about having 40 hours a week. It’s about mental capacity. In a small business, people often wear multiple hats. Does this person have the "mode-switching" bandwidth and ability to prioritize and manage their own workload? If they don't have capacity, their "want" and "get" won't matter.
The Three Buckets: Strategy, Management, and Execution
I often visualize roles in these three layers. In a perfect world, a team member stays in one. In reality, in small teams, they usually span two. The danger zone—the place where I see the most burnout—is asking one person to do all three simultaneously. I talk a little but more about these layers and give a cool visual example, inspired by Natalie Gingrich at the Ops Authority… you might recognize it from our recent blog post about Investing in your 2nd in Command.
If you ask someone to build the strategy, manage the vendors, and do the daily nitty-gritty execution, they will eventually be spread too thin. Over time in that scenario, people will struggle to bring their best work to at least one of those facets, and the consequences range from half-baked results to resignation or turnover.
When we design a second-in-command or “operator” role, you’ve got to be crystal clear about what level of support you need from them. For example, do you need:
A strategic partner who can coach up to you? Someone who can gently say, "I know that new idea is sexy and urgent, but we need to run through our dashboard first because that’s what we’re committed to."
OR do you need…
A reliable executor who listens for the action steps and will keep the little tasks from getting stuck or left behind.
Once you’ve got clarity on the level of support you’re looking for, you can craft a job description in alignment and prepare to start the relationship with a strong precedent established.
Here are a few more things to consider…
Identifying the "Loop Closer" and the Owner Mindset
Your second-in-command shouldn't feel like another person you have to manage; they should make your life feel lighter. To achieve that, you need to look for a few specific defaults:
Owner Mindset, Not Employee Mindset: They don't wait for direction. They crave building systems around themselves so they don't have to ask you for the same answer twice. They have a reflex for infrastructure.
The Calm, Steady Drumbeat: Communicate with them that you’re looking for them to provide the rhythm. If you’re asking them to sit in a strategic or management-level role, give them permission to push back on new ideas and redirect you back to a short list of priorities so you don’t throw them or the team into panic or overwhelm.
The Loop Closer: This is my non-negotiable. If you have to ask "whatever happened with X?" two weeks later, the loop wasn't closed. You’re looking for someone who’s obsessed with checking the box, proactively closing loops and bringing the result back to you before you even think to ask.
The Refiner: You likely process things verbally and have years of market history in your head. The reality is, you likely don't need another person to ideate with (that’s what masterminds, conferences, and business coaches are for!) …you need someone who can take your ideas and make them real. That means you need to be cautious about wasting your support staff’s time with verbal processing. Get clear on what you need while you’re in a space designed for ideation (like with other business owners), then bring as much clarity as you can to team member conversations. They will appreciate the sense of clarity and direction… things will actually get done instead of just discussed, and you’ll ten-fold the ROI on your team expenses.
Designing for the Long Game
I don't want you to find someone who knocks it out of the park for three months and then fades out because the role was poorly designed. I want to design a position that is in a "groove" six months from now and sees no end in sight… you’ll notice a difference, other team members will feel the relief, and organization-wide you’ll know it’s the right fit.
Take a look at your current "org chart"—even if it’s just a few people. Map out what that web looks like in three years. How many people do you really need to maintain your high standards without losing the fun of the business? When you find that right hire and set them up for success, you finally get to take those "fun projects" off the shelf and start being the visionary again.
When you look at your current team, are you missing a strategist, a manager, or a "loop-closing" executor? Maybe you are wondering what it looks like to work with a Fractional COO who can help get this clarity and structure in place. Or perhaps you’re feeling stuck and don’t know where to start…we can help. Book a call, and we can walk step-by-step through your hiring needs together.
