The founder of a business is often the driving force in many areas of their organization, particularly in business development and client acquisition. After all, the founder is critically aware that the most spectacular product in the world will be unsuccessful without a client base that demands the product.

As I established my captive insurance business, I had to wear every hat—from being the expert in captive management to handling capital requirements to developing and nurturing the client base. In the early phases of the business, my multi-tasking was relatively manageable. As I developed a talented management team, I realized that I was not bringing the best our firm had to offer if I did not fully engage my team with my clients.

Just as I had established expertise in captive management, each of my team members had carved out a special area of expertise to bring to the clients. By bringing their expertise to the client, we improved our client experience while also improving the execution skills of each and every team member.

Watching my team assist more and more with the client base, I had another very important discovery. Their engagement with the clients gave me time to focus on growing and sustaining the business model which creates a stronger organization for both the clients and the staff.

As I engage with other entrepreneurs who feel that they must be the primary face of their organization, I gently but firmly advise them that this path will likely hold the business back and could even threaten its long-term success.

Building a business is the ultimate team sport and to take it to the highest levels your team must engage effectively with your most important asset, your clients.

Originally posted on ForbesBooks.com