When a team consists of 5-7 employees, it is easy to control and regulate internal processes.Under these conditions:
Recruit new employees or give projects to freelance? Total freelancing will affect the quality of the results, and therefore your reputation.
New employees in the team is not a bad idea. But before opening vacancies, I recommend the following:
You need to act very carefully. It is important to maintain the quality of the service provided and not lose the opportunity to measure the performance of each team. Remember that you can only scale what you can measure.
By hiring project managers you buy yourself time. Use that “free” time to create new goals, ideas and self-development.
Project managers are your eyes, head and hands. Educate them and customize them for yourself. Teach them to look at the task, problem, or proposed solution through your eyes. Thus, you will teach the employees to think like you, to understand you perfectly, to be in the same system of values as you.
The team needs a moderator in the form of a Project Manager, and the manager needs a team. They are one and depend on each other. Good specialists do not need overseers who command, they already know their job well. They need friends and advisers. And a good PM is a true friend and partner who feels the team and understands how to achieve results with it.
If your team has 2 or more PMs, synchronize them. Involve observers/advisers in projects. Develop them so that they become interchangeable. Thus, you can reduce the number of fakups — by synchronizing the experience; and increase productivity through indirect competition.
It is important that all members of the mini-team understand the conditions and circumstances in which the project must be implemented. Share ideas, problems, try to explain your position from the business point of view. Be transparent and honest, then you will be surprised at the support that the team will express.
The PM is responsible for project implementation. But it is equally important that each team member has a clearly defined task with deadlines and the result to be obtained.
Don't be afraid to create a million documents. The main thing in this case is to immediately put them in order and sort them into relevant folders. Start doing it yourself and teach the team. Create and save documentation, instructions, regulations, briefs, task descriptions, comments to them, drafts. Update it regularly. This will reduce the time for the implementation of the following projects when changing employees or when onboarding new ones in general. (Remember - what is saved in messengers does not belong to you).
Employees need attention, and that cannot be changed. While the team is small, you can get by with daily, weekly and one-to-one monthly team meetings (which is also better be documented).
In a nutshell, your team is a ship. As you set up this ship, stick to the direction. Take care to publish when scaling. There is nothing worse than a riot on the ship in the middle of the sea.