Mike Morse built a personal injury firm from nothing into an operation with 300 people. For a long time he thought he was the only one who could talk to clients, close deals, and hold the operation together.

But he was wrong. And it nearly wore him out realizing it.

After a hire through a newspaper ad, came the slow and painful process of handing off the parts of the business he thought only he could run.

What we covered:

→ Why "nobody can do it better than me" is usually ego, not truth

→ The lunch conversation that led to his first real delegation

→ How to tell if you hired the wrong person

→ Building a training academy instead of throwing new hires into the deep end

→ Keeping culture alive once a firm hits 300 people

Every leader has a list of things they're convinced nobody else can do ...