It caught my attention because employee roles were one of the big issues we struggled with during my ~5 months at PA, and I am always eager to avoid hitting the same problem a second time. So: Rob Merrill said
At the earliest stages, while you’re still fresh in the “entrepreneurial seizure“, you need to determine what the mandatory roles in the business are. In a startup, of course, there is no room for bureaucracy or drag of any kind. 100% of the resources need to be maxed to 100% or more. Vanity is death, though entrepreneurs by nature are often susceptible to vanity of some-kind or another. Beware! However, you need to reach out into the future to predict how the different “legs” of the organization are going to grow.
Take each group or functional area of the company and work on each “leg” planning out the infrastructure. Physically DRAW these out on an organizational chart.
For now, you (yourself) may occupy all or many of the roles in the org-chart. No problem. What’s important is that you know what’s next in line and, while you’re doing the shipping clerk’s job, you’ll be working hard to be sure that, when you do hire a clerk, you will have a system in place to ensure that you don’t spend all your time training them–and that the level of service you expect will still be achieved.
I’m going to try this as a planning exercise for Yog’s Notebook. It’s still a (very) open question if and how much the zine will grow, but as I’ve been looking at the possibilities, I’ve become more concerned with making sure I don’t write myself into a corner. I want to make sure it can succeed at whatever size turns out to fit best.