The Advantage of the Music School Owner-Operator

Better Systems

We’ve all seen it: another music school launches before yours, gets flashy signage, maybe even grabs a few teachers early on. But here’s the thing—the race isn’t always won by the first to start.

In fact, when it comes to building a resilient, student-centered music school, savvy owner-operators can often pull ahead. Not in spite of starting later—but because of how they build.

Let’s start with a definition. An owner-operator is someone who owns and actively runs their business—typically taking on multiple roles in the day-to-day operations. In the context of a music school, an owner-operator might teach lessons, do facility upkeep, manage payroll and so on.

Early Hustle = Long-Term Advantage

That first stretch—where you’re juggling lessons, parent calls, scheduling chaos, and maybe a few too many coffee refills—is more than just a rite of passage. It’s where your school’s DNA gets formed.

By staying close to the day-to-day, you’re learning what works and what doesn’t.

You’re building systems (you are, right?) that reflect your values and standards, not just winging it and hoping others figure it out. And that matters.

Why? Because, as Michael Gerber puts it in The E-Myth, too many small business owners fall into the trap of abdication—handing off tasks too soon, without structure, clarity, or guidance.

It feels like delegation, but really it’s just tossing problems over the fence and hoping they stick. Or worse, you get frustrated at the person “not doing their job” correctly and fire them, all the while it was YOUR responsibility to outline what correct looks like and hire the right person for the role.

For Many, Delegation Comes After Experience

There’s a time and place for building a team and getting out of the weeds—but only after you’ve figured out how things should run. Harvard Business Review notes that premature delegation often leads to underperformance, confusion, and misalignment.

Instead of saying, “Someone else should handle this,” the mindset should be: “I’ll build this, test it, and then teach someone to do it just as well—or better.”

That approach turns delegation into a growth tool, not a stress reaction.

No One Pushes Like the Owner

This is just a fact of life.

Even with a great team in place, it’s rare to find someone who will push through like the owner will. Profit shares and hourly wages can create great partnerships—but during crunch time, it’s the owner who will stay late, jump into a lesson, or personally follow up with a concerned parent over and over. It’s the owner who will hit the streets and drive the connections in their local community.

In the early days, when systems are shaky and margins are thin, no one shows up like the owner does.

Smarter Starts

Now, I am not advocating you don’t delegate. Rather, before you do so, have your systems in place. You cannot simply abdicate your role and hope for the best.

Delegation isn’t the goal, it’s the reward for building something solid enough to hand off. When done right, it’s not about letting go too early, it’s about lifting others up with clarity and intention.

That’s the power of knowing the work before handing it off!