Hiring Process 101 for Coaches: When to Start Building Your Team
Oct 24
Let’s be honest—just because you can do it all doesn’t mean you should, and that’s exactly where the hiring process begins.
If you’re constantly bouncing between tasks—writing emails, editing podcasts, managing clients, scheduling posts—it’s no wonder you’re exhausted. That endless hustle isn’t sustainable, and it’s definitely not why you started your coaching business in the first place.
In this episode, we’re diving into something that changed everything for me: the hiring process.
I’m sharing how I built my dream team—step by step. You’ll learn when to delegate, what to keep, who to hire, and how to create a business that runs with you, not because of you.
Hey there, I’m Moriah Riona—award-winning luxury brand designer, luxury branding coach, and host of The Superbloom Coach Podcast.
This post is part of Superbloom Coach Presents: The Ultimate Guide to Starting Your Life Coaching Business—a daily video series that helps you launch, grow, and scale your brand with clarity, confidence, and strategy.
If you haven’t already, grab the free workbook that goes with this entire series at moriahriona.com/workbook. It’s designed to help you take action each day and start implementing what you learn right away.
Now, let’s dive into how to build your dream team the right way.
Step 1: You’re Not Meant to Do This Alone
Let’s start with the truth most coaches need to hear: you are not meant to do this alone.
You are the visionary of your business—the Queen Bee, not the worker bee.
But if you’re stuck doing every single thing yourself—building websites, editing videos, managing emails, running social media—you’re not operating as the CEO. You’re operating as your own employee.
And that comes with a cost.
Time slips away.
Energy fades.
Inspiration dims.
Joy disappears.
You may feel “productive,” but productivity and progress aren’t the same thing. When you’re buried in admin work, you’re not creating space for strategy or growth.
Here’s the truth I had to learn the hard way: being capable doesn’t mean being strategic.
I know you’ve probably built your business from the ground up. You’re resourceful. You’ve Googled, DIYed, and problem-solved your way to success. But that same independence that got you here won’t take you to the next level.
Because scaling requires capacity—and capacity requires support.
The longer you wait to get help, the longer you stay stuck at your current level.
Delegation isn’t indulgent. It’s a leadership move. It’s how you create room for creativity, vision, and new opportunities.
So let’s talk about how to delegate like a CEO.
Step 2: Step Into Your CEO Role
If you want to scale your coaching business, you must start thinking—and leading—like a CEO.
That means working on your business, not in it.
Two books completely transformed how I saw my role as a business owner:
- The E-Myth Revisited by Michael Gerber
- Who Not How by Dan Sullivan
The E-Myth helped me understand why so many entrepreneurs stay stuck wearing all the hats. It teaches that the secret to scaling is building systems—not just working harder.
Who Not How taught me that the fastest way to grow isn’t by figuring everything out yourself—it’s by finding the right people to help you.
A few years ago, I tracked everything I did during a workweek. Every single thing—from client calls to Pinterest scheduling.
When I looked at it all written down, I was shocked. Almost 90% of what I was doing could be done by someone else.
That realization was freeing—and terrifying.
But it helped me start asking new questions:
- “Is this task moving the business forward?”
- “Is this something only I can do?”
If the answer was no, it went on my “delegate” list.
Stepping into your CEO role isn’t just about mindset—it’s about boundaries. It’s deciding that your time and energy are too valuable to be spent on things that don’t require your expertise.
And that’s when the hiring process begins.
Step 3: Decide What to Keep and What to Delegate
Before you start hiring, you need clarity on what you should be doing—and what you shouldn’t.
Here’s my simple framework for delegation:
- If it’s strategic, creative, or tied directly to revenue—you keep it.
- If it’s repetitive, systemizable, or administrative—you delegate it.
- If it’s something you already know how to do but drains your time, you train someone else to handle it.
That’s exactly what I did when I hired my first assistant, Sydney.
She started as a paid intern for just four hours a week. At the time, I was doing everything—Pinterest, blogs, YouTube uploads, email scheduling—you name it.
I trained her step-by-step on how I liked things done. Within weeks, my schedule opened up—and my creativity exploded.
Here’s the best part:
The more I delegated, the more money I made.
Because suddenly, I had time to focus on the things that actually grew my business—coaching, content strategy, and client experience.
When I first brought Sydney on, I was scared I couldn’t afford it. But within months, I’d doubled her hours and increased her pay. Now, she’s about to become my first full-time employee.
That’s the power of the right hire.
Step 4: Professional vs. Team Member
Let’s clear up one big misconception I hear all the time from coaches in my programs:
You don’t need a Sydney.
You need the right kind of help for where you are in your business.
Here’s the difference:
A Professional
A professional is someone you hire for their expertise.
You pay more—but you also get peace of mind.
These are your:
- CPAs
- Photographers
- Copywriters
- Brand strategists (like my agency, Moriah Riona Branding)
They own their process and deliver results. You don’t have to train them or manage them—they already know what to do.
A Team Member
A team member, on the other hand, is someone you train to follow your systems.
They’re there to support your strategy. This is your assistant, intern, or coordinator.
When you’re early in business, you’ll likely start with professionals. They help you look and operate like a pro, even if you’re still building the backend of your business.
Once your systems are solid, then you can confidently bring in a team member to help you scale.
Knowing which kind of help you need—and when—is the foundation of a strong hiring process.
Step 5: Contractor vs. Employee
Now that you know what kind of help you need, let’s talk about how to structure it.
There are three main types of hires in any small business:
1. Contractors
Contractors are hired for a specific project or service. They’re flexible, independent, and handle their own taxes.
You don’t manage their time—you manage outcomes.
Contractors are perfect when you’re just starting to outsource.
2. Interns or Assistants (Team Members)
These are individuals you bring on to help with repetitive or operational tasks.
You train them, manage them, and guide their growth. They’re great for ongoing support—but require more hands-on time from you.
3. Employees
Employees are long-term hires who become embedded in your business.
They understand your brand deeply and operate as an extension of your vision.
However, they also come with responsibility—payroll, taxes, HR, and long-term commitment.
When I started, I worked with contractors. Then I moved to hiring interns. Now, I’m preparing to transition Sydney into a full-time employee.
That evolution took years—and it’s proof that your hiring process will grow with your business.
Start small. Start smart. Build as you go.
Step 6: How to Find the Right People
Finding the right person can feel intimidating, but it doesn’t have to be.
Here’s my golden rule:
For Team Members → Hire for Personality, Train for Skill
You can teach someone how to use a scheduling tool.
You can’t teach integrity, initiative, or heart.
When I hire, I look for people who care deeply about doing great work—who take pride in the details, even when no one’s watching.
For Professionals → Hire for Skill, Not Personality
I don’t need my bookkeeper to have the same personality as me. I just need them to be excellent at what they do.
When you apply this mindset, hiring becomes less stressful and more strategic. You stop seeing it as an expense and start seeing it as an investment.
Each new team member gives you back time—your most valuable asset.
Step 7: Start the Hiring Process with Intention
If you’re not sure where to start, here’s a practical first step:
Track your time for one full week.
Write down everything you do—from client calls and content creation to inbox management and scheduling.
Then, highlight every single task that doesn’t require you.
That list?
That’s your first roadmap for hiring.
Start with one small role. A virtual assistant, a part-time social media manager, or a contractor to help with your website.
Once you experience how much relief it brings, you’ll realize that delegation isn’t scary—it’s freedom.
Why the Hiring Process Matters for Coaches
Learning to hire isn’t just about growing your business. It’s about protecting your peace, reclaiming your time, and leading from a place of abundance—not exhaustion.
When you master the hiring process, you create a coaching business that runs smoothly, sustainably, and strategically.
You stop being the bottleneck—and start being the visionary.
That’s when the real magic happens.
Coming Up Next on The Superbloom Coach Podcast
In the next episode, we’re talking all about growth.
I’ll walk you through my six-figure roadmap—the exact process I used to scale my coaching business with strategy, structure, and soul.
Trust me, you don’t want to miss it.
Your business deserves to flourish—and the right team will help it bloom.
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