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I think that a lot of it comes down to your managerial skills, and whether you can take coal and make diamonds, or just more coal. I've been fortunate to know and work for a few people that were really good at making people perform at their peak and like it - the problem is, so often it involves taking time that it just doesn't feel like you have to give. But I know taking that time can pay off down the road.
And it's not the kind of time investment you make once and expect to reap rewards forever. You have to keep at it.
I know I'm sounding like the voice of experience here, but I'm not. I've seen some great managers at work, and even had a few stints where I was pretty good at it, but it seems that I haven't done much good managing since I donned the fire chief's helmet that comes with the other hats you wear when you run a landscaping business.
So my answer to the original question is - get better at getting the most out of the people you have. I have the feeling Paul is good at that - during a couple phone chats and in person chats he seems to take problems and come up with reasonable, do-able solutions pretty quickly ("buy a whistle" for the guy who can't seem to yell when he's guiding someone backing to a trailer).
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