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about mark otto
Mark Otto is a business consultant, author. and speaker. He draws on a lifetime of experience with the organizational strategic, and leadership challenges of growing companies to offer
practical and effective advice for improving leadership skils and business performance. Learn More
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Awaken the Growth Leader Within

December 06, 2013

Whatever your level of experience, you can unleash the growth leader within you. That may mean developing a productive relationship with change, reorienting your beliefs about learning, growth, and failure, or developing new ways to think and act as a leader. You can start today, from wherever you are.

7 Keys to Overcoming Stagnant Growth

By Mark Otto on

December 04, 2013

Growth companies often slow down because they are too focused on harvesting their success to launch new growth initiatives. Complacency creeps in. They still seem to be doing well, but as the current business slows – as it always does – they aren’t prepared to replace it. The best they can hope for, unless something changes, is to stay flat.

Entrepreneurs Are Needed Everywhere

By Mark Otto on

December 02, 2013

Entrepreneurship is not the exclusive domain of venture-backed start-ups. And you don’t need to own a business to be an entrepreneur. What makes you an entrepreneur is the context in which you operate. Entrepreneurship is needed to create something new in an environment of uncertainty. It doesn’t matter what industry you’re in, or the size of the company. This view of entrepreneurship applies to anyone creating innovation anywhere.

Sometimes Leadership Means Shaking Things Up

By Mark Otto on

November 27, 2013

As your company grows, it is up to you to provide the leadership, rationale, and impetus for growth and change. You have to help people get comfortable with the idea that changes will be required again and again to meet the requirements of ever-higher levels of growth. The process of growth and change will need to be repeated many times in order for the organization to continue to grow.

7 Rules for Hiring Experts

By Mark Otto on

November 25, 2013

Perhaps you’ve grown your business without the advice of others, but your business most certainly will not reach its full potential if you continue to do so. All successful CEOs and entrepreneurs can benefit from the expertise of outsiders. But we’ve all heard the jokes and horror stories that plague the professional services industry. And I know all too well the damage that can result from failed engagements with outside experts.

How to Lead With Vision

By Mark Otto on

November 22, 2013

Great leaders are not only able to see a successful future; they are able to communicate it in a clear and compelling way that makes people want to direct their efforts toward it.

The Right Kind of Time to Spend on Your Growing Business

By Mark Otto on

November 20, 2013

As a business scales, the role of its leadership needs to evolve and scale along with it. There are two key dimensions in which this evolution takes place: (1) The shift from a hands-on problem solver to ultimately a coach and mentor to others, and (2) the move from tactical execution to a strategic thinking. It takes time and effort to successfully make these transitions.

The Critical Role of Delegation in Fast-Growth Companies

By Mark Otto on

November 18, 2013

“I don’t delegate because it’s easier just do it myself.” Or “No one can do this as well as I can.” Sound familiar? We’ve all said it. But this thinking is flawed. Delegating does take time and effort. And maybe you can do it faster or better. But there’s only one of you, and you don’t scale.

Leadership Is Not One Dimensional

By Mark Otto on

November 15, 2013

Browse the business section of any book store, read the business press, listen to academic theorists, gurus, or management consultants, and you’ll find plenty of prescriptions for what it takes to be a good CEO.

5 Ways “Smart” Leaders Fail

By Mark Otto on

November 13, 2013

Every day I have the opportunity to work with extraordinarily bright leaders. More than a few of these “smart” leaders truly believe that their intelligence is far greater than those around them. Instead of using their intelligence as an asset, it becomes a liability that limits their success.

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