Staying in the Driver’s Seat: The Daily Duties Entrepreneur Shalom Lamm Refuses to Outsource

In a world where automation, delegation, and outsourcing are not just encouraged—but essential—it can be tempting for entrepreneurs to offload as many tasks as possible to free up time and mental bandwidth. And while smart delegation is a mark of maturity in leadership, there are certain responsibilities no founder should ever give up, no matter how large their company grows.

Entrepreneur Shalom Lamm, who has built and led businesses across real estate, nonprofit, and tech sectors, is a strong believer in maintaining hands-on control of a few critical areas. “You can’t grow a business if you’re micromanaging,” Lamm says, “but you also can’t lead a business if you’ve completely stepped away from what matters most.”

Through decades of entrepreneurial experience, Lamm has identified daily non-negotiables that he insists should stay on the founder’s desk—no matter how big the team becomes.

1. Vision Setting and Culture Shaping

While strategy meetings and marketing plans can be delegated, articulating and reinforcing the company’s vision and values is the entrepreneur’s job—every single day.

“Your team needs to hear the ‘why’ from you, not just the ‘what,’” says Lamm. “That alignment doesn’t happen once a quarter—it happens in how you show up every day.”

Shalom Lamm makes it a point to communicate the company’s long-term direction regularly, whether through internal newsletters, town halls, or even one-on-one check-ins. “Culture drifts quickly,” he warns, “and if you’re not leading it, someone else will.”

2. Customer Feedback and Reputation Monitoring

Even with marketing teams and support staff in place, Lamm insists that founders stay plugged into what customers are actually experiencing. That means reading reviews, listening to customer complaints, and engaging directly with user feedback when necessary.

“Your customers won’t always tell you what you want to hear, but they’ll tell you what you need to hear,” he explains. “Outsourcing that feedback loop puts you at a dangerous distance from the truth.”

Lamm spends time each day scanning customer responses, emails, and public sentiment—not to respond to every issue himself, but to stay tuned to how the business is being perceived.

3. Key Metrics and Financial Snapshots

Yes, you should have a CFO. Yes, you can rely on dashboards and reports. But the founder should still personally review the numbers—daily. Revenue trends, cash flow status, customer acquisition cost, and other KPIs should never be someone else’s responsibility to interpret for you.

“Numbers tell the real story,” says Lamm. “If you wait for a monthly meeting to realize something’s off, it might be too late.”

He suggests carving out 15–30 minutes every day to review a core set of metrics and compare them against benchmarks or goals. It’s not about micromanaging—it’s about staying alert and proactive.

4. Personal Communication with Key Stakeholders

Whether it’s top clients, investors, or senior team members, there are certain relationships that should never be entirely handed off. Founders must keep those connections warm and active, even if it’s just through a quick message or check-in.

“People invest in leaders, not just companies,” Lamm says. “And that trust is built in the small, consistent gestures over time.”

While your assistant can schedule meetings, it should still be you who nurtures the human side of these essential business relationships.

5. Self-Management and Mental Resilience

Perhaps the most overlooked daily responsibility is managing yourself. You can outsource admin work, creative tasks, and even strategy—but not your mindset.

Shalom Lamm emphasizes the importance of maintaining clarity, discipline, and focus as a personal duty. “Entrepreneurship is mentally exhausting,” he says. “You have to protect your energy, manage your stress, and stay sharp—no one can do that for you.”

Lamm begins each morning with a routine that includes quiet reflection, reading, and planning—a way to ensure that he’s bringing his best self to the table every single day.

Final Thoughts: What You Hold Onto Defines Your Leadership

There’s no doubt that outsourcing has empowered today’s entrepreneurs to scale faster and operate leaner. But the mark of a grounded and effective leader is knowing which tasks to delegate—and which to guard closely.

Shalom Lamm’s approach is rooted in strategic focus. He doesn’t hold onto responsibilities out of ego or distrust, but because he knows that ownership of key areas sustains culture, drives performance, and builds long-term trust.

“If you let go of everything,” Lamm says, “you lose the heartbeat of your business. Leadership isn’t about doing it all—but it is about showing up for what matters most.”