Built to Grow
A Survival Manual for Growing Companies
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Much of what we believe about what it takes to scale a successful company and keep it growing is just plain wrong. Despite all the conventional wisdom about the greatness of America’s entrepreneurial culture, the fact is most companies start small and stay that way. Read More
I have witnessed numerous highflying companies come crashing to the ground. Through these experiences, I’ve learned a fundamental truth: Businesses don’t fail. Leaders fail. Nearly all leaders who preside over struggling businesses slip into several leadership traps on the way down. These traps can be so destructive that they can overshadow a leader’s strengths. Read More
Of course there’s no alarm that’s going to go off to warn of an impending business disaster. But there are many clues. As the leader of a growing business, you need to be on the lookout for these clues because these common mistakes are critical signals that foreshadow catastrophe. Read More
Leaders of growth aren’t successful without a strong team. And when it comes to managing their teams, they display two contradictory qualities: practicality and idealism. On the one hand, they are extremely practical – intensely aware of the realities of their situation and what is needed to succeed, and relentless in their focus on results. On the other hand, they are idealistic – visionaries who defy the odds to transform their ideas into reality by offering their teams support, motivation, and encouragement. Read More
It’s ridiculous to believe that growth only comes from a big disruptive idea. Growth happens for most companies when they uncover opportunities that already exist but often are hidden by traditional beliefs about what is promising or possible. The ability to see things differently and as a result do things differently is an essential capability necessary to tap into new sources of revenue growth. Read More
Hiring is the most critical component in scaling a business. Period. Nothing else comes close. The people you choose to hire will impact every part of your business. It’s talent that fuels innovation, customer loyalty, a great culture, and almost every other influence in an organization. It’s talent that adapts, overcomes obstacles, and creates growth. And yet every day I see leaders haphazardly approach the hiring process. Read More
You know CEOs who are constantly in the public eye. They spend a great deal of their time attending conferences, giving speeches, appearing on TV, and being interviewed by the business press. They perform flawlessly, with tremendous charisma and poise. They arouse confidence among the public, potential employees, and investors. But among those closest to them, they are a fraud. Read More
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. Read More
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. Read More
“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. Read More
