I didn’t start a business because I was excited about managing people.

I wasn’t dreaming of hiring a team while I was writing blog posts in the stolen moments between nursing my baby and nap times.

Truth be told, I’m still not excited about managing people–although, I do dream about hiring more often. Yet, here I am–managing 5 people between 2 companies.

If I had to pin down the biggest lessons that I’ve learned about building a business, I think they might all have to do with the relationships I have with my team members.

Which is not to say that I have it all figured out! But boy oh boy, do I approach things differently than I used to.

This week, we’re examining how we nurture the relationships we have with the people who work with us.

I’ll be honest with you: there are so many different places I’d like to take this episode. There are so many of the lessons I’ve learned that I’d like to pass on. Luckily, the lessons I’ve learned have largely come through conversations I’ve had on this very podcast!

And there’s one conversation in particular that I come back to time & time again. It was my first interview with my friend and founder of Productive Flourishing, Charlie Gilkey.

Looking back on this conversation, I can see that there were already lessons that had started to come into focus about how I work with people and what it looks like to nurture relationships with team members. But what I can also see is how much this conversation actually helped to solidify those learnings into how my thinking & approach have changed since.

Before we get to that conversation, though, I wanted dig into a topic that I’ve been thinking about a lot and writing about some—and that’s the value of maintenance work. I think any discussion of the relationships we build with our team members needs to acknowledge that some of the most important work that gets done in our businesses is often under-appreciated and undervalued.

And I want to make sure that we approach this topic with the shared understanding that it’s not a conversation about delegating or handing off work you don’t want to do. It’s a conversation about team-building, management, and relationship-building—and to do any of those things effectively, we have to get comfortable with the value of maintenance work.

We need to get more comfortable with contributing our fair share to maintenance work—because yes, entrepreneurs and CEOs have maintenance work to do. And, we have to get comfortable with recognizing the contribution that the people who do maintenance work with us make to the overall health of our businesses.

Because, there are some really harmful things that happen with hiring & management in small businesses.

There are low wages, weird power dynamics, and the mislabeling of workers. There’s abuse, unrealistic expectations, and boatloads of scope creep.

It happens in restaurants, in corner stores, and in accounting firms. And, yes, it happens in coaching businesses, marketing agencies, and online course companies.

The problem is that many of us have put the work we do as business owners on a pedestal and see all of the other work—the maintenance work—as beneath us.

Whether it’s customer service or project management or formatting content or organizing files,...