Some ideas grow until they no longer fit inside one person.
Today, I want to tell you what I had to learn when mine started asking for other hands.
For a long time, my way of working could live almost entirely within me.
I listened. I wrote. I talked. I organized. I looked again. I accompanied processes very closely, and many decisions could be worked through with a notebook, a conversation, and time to think.
I didn’t see it as a limitation. It was the way I knew how to work and, for a while, it worked.
But there comes a moment when an idea starts showing you something: if everything depends on you, you don’t necessarily have a structure. You have one person holding many functions.
And those two things are not the same.
I started to see this more clearly when Frank and I began seriously talking about what could become Saskia Fulco Consulting.
I entered those conversations through the person. What were they saying? What weren’t they saying? Which part of a decision seemed truly theirs, and which part came from an inherited expectation, a fear, or an old way of seeing themselves?
Frank came from another angle. How can this be sustained? What does it cost? What structure does it require? Who is responsible for each part? What happens if this grows?
Neither perspective canceled out the other.
The conversation became more complete because it no longer depended on a single way of seeing.
Then other hands joined in. Design. Organization. Production. Follow-up. People capable of looking at things I had no reason to know how to do better than they did.
And that’s when a question emerged that wasn’t only about business.
How much of what we call “my way” is truly essence, and how much is simply the habit of doing everything alone?
Because delegating a task is relatively simple. The more delicate part is recognizing what you don’t want to delegate because something essential to your work lives there—and what you are still holding onto simply because you have grown accustomed to controlling it.
For me, building a firm began to mean exactly that.
Not making myself smaller so others could fit in. Nor asking others to work as extensions of me.
Creating a structure where each person could contribute from their own area of expertise, while the identity of what we were building remained recognizable.
An idea stops being yours alone when it can receive other perspectives without losing its center.
And this happens outside of business, too.
In a family. In a relationship. In a project. Anywhere something that started with you can no longer grow solely through you.
The question isn’t always, “Who can I delegate this to?”
Sometimes the question that comes before it is more important:
“What part of this can only I do, and what part am I ready to let someone else do through their own capabilities?”
My name is Saskia Fulco.
And an important part of what we do in consulting is precisely to look at those boundaries: identity, roles, responsibilities, and structure, so that growth doesn’t mean disappearing inside what you are building.
If there is a decision, a project, or a stage you want to bring clarity to with us, our consulting application is open.
For today, just one question:
What part of what you are building could grow if it stopped depending solely on you?
