When Good Intentions Aren’t Enough

Recently, I had to let an intern go. And honestly, I didn't really want to. She was interested in the work. She was learning quickly. She was useful. I genuinely needed the extra pair of hands, and there was enough work to keep her busy.

So why let her go?

Because at some point, I had to admit that needing someone's help does not automatically make it right to keep accepting that help when I cannot compensate them properly. That was an uncomfortable realisation. This was not someone who was doing the bare minimum either. She picked up automations quickly, worked with Zapier to connect our Tally forms to MailerLite, built email marketing workflows and was particularly good at research. Give her a research question and she didn't just come back with information. She usually came back with information that answered the actual question, plus a few relevant things I hadn't thought to ask for.

In other words, I could see the value she was bringing. Which made the decision harder, not easier. It also took me back to the uncomfortable conversations I had with myself when I was hiring. I had to send rejection messages to people who were genuinely qualified because I could not bring everyone on.

There is something about building a business that constantly tests your relationship with people.

-You may like someone.

-You may genuinely need their help.

-They may be talented.

-They may be enthusiastic.

-They may even tell you they are happy to work for the experience.

But none of those things automatically makes unpaid work sustainable or fair. And I think this is where the conversation around internships and “exposure” gets complicated.

There are businesses that genuinely want to give people an opportunity to learn. There are also people who are happy to volunteer their time because they want experience, mentorship or something to add to their portfolio.

But there is a line.

If a business is consistently relying on someone's labour to keep important functions running, while knowing that the person is creating real value, calling the arrangement an “internship” does not make the underlying reality disappear.

Good intentions do not cancel out an unfair arrangement. And this isn't only about interns.

As business owners, we have to be careful about the things we unintentionally enable.

-Sometimes someone is so willing to help that you start depending on them.

-Sometimes a team member is so capable that you keep giving them more responsibility because “they can handle it.”

-Sometimes someone says, “Don't worry, I don't mind.”

And because everyone appears happy, we don't stop to ask whether the arrangement is actually working as it should.

That is where our principles get tested.

It is easy to say you believe people should be properly compensated when you are not the one who has to choose between paying someone and keeping that money in the business. It is harder when you have work piling up, someone capable sitting right there, and a business that could genuinely benefit from their help.

I had to choose the principle anyway. And I am glad I did. That doesn't mean I am happy to lose good people.

In fact, one of the things this experience has reinforced for me is how valuable good support can be. My intern was good at what she did. My EA has also come on board and is catching up incredibly quickly with our systems and workflows. Seeing capable people learn, contribute and grow is one of my favourite parts of building a team.

It is also a reminder that when you find gifted support, you should appreciate it properly.

-Not just with compliments.

-Not just with “you're doing a great job.”

-Not just with promises about what might happen when the business grows.

If someone's contribution has become important to your business, eventually the conversation has to move from “How grateful am I for their help?” to “How am I appropriately valuing their contribution?”

That distinction matters.

I am still building ACE-VSS, and one of the things I want to be very intentional about is creating a culture where people are not treated as cheap labour simply because they are eager to get experience.

-People need opportunities, yes.

-People need experience, yes.

But people also need to know that their skills have value.

And sometimes doing the right thing as a business owner means making a decision that is inconvenient for you.

-Even when you need the person.

-Even when you like the person.

-Even when they are very good at what they do.

Sometimes you have to let go.

Not because their contribution wasn't valuable, but precisely because it was.