The Five Critical Challenges You Must Address Before
You Are ready to Move From Stage 3
Complexity Level Increasing?
Now is the Time To Focus on Hiring Experienced Managers
This is not the time to think about saving money by hiring inexperienced managers.
In Stage 4, with 35 – 57 employees, you need managers who ‘have been there, done that’.
And the CEOs of Stage 4 companies must spend at least 70% of their time ‘managing’.
Getting the right people on board to take your company through this stage of growth
is all about bringing on experienced managers, creating management systems and maintaining your market position.
Are you still hanging onto your need to control everything?
Still playing the role of specialist or ‘visioning’ your next opportunity?
It is the wrong time and the wrong focus.
Top 5 Challenges in Stage 4
Stage 4 is all about Internal Focus, it’s all about Internal Processes.
If you need to be convinced, . . .
here are your top 5 Challenges for a Stage 4 company:
1. Weak project management
2. Difficulty diagnosing problems
3. Employee turnover
4. Not getting systems in place
5. Your organization is uninformed about company growth
Remember Stage 3?
It was all about delegation, all about you, the CEO letting go.
The necessity of that lesson will become painfully clear if you
head into Stage 4 looking like a cat dangling from your
living room drapes – you have to LET GO!
One of your challenges is employee turnover.
That’s because if you haven’t started getting ‘strong,
experienced managers’ in place, your employees will leave.
Remember, people stay at a company because they respect their manager.
If you can begin to provide your employees with managers who know
how to manage the work of the company, as well as manage the people,
build and lead teams, your employees feel less frustrated, work fewer hours,
are a lot more productive.
You must be sure that your employees receive solid input on their performance on a regular basis. Stage 4 is also about helping each manager feel confident about their team, about their work, about their own identity as a team leader. Your job is to help them gain that confidence.
Don’t worry about integrating these managers across the company just yet.
Help them find ‘their own way’, work with them to be accountable as their team evolves and matures.
You will avoid a lot of finger-pointing and department disputes if you let
each manager build a stronghold and develop their own sense of commitment and team-ness.
Are you getting the message here?
This isn’t just about ‘training’ qualified people to move up in your organization.
Yes, that can be done, however experience tells us that it’s generally just an easy way
for a CEO to avoid doing the harder work – finding experienced, already trained people
and already hardwired to help them grow their business.
Successful CEOs surround themselves with knowledgeable, experienced people –
they want to be challenged on decisions, knowing that the more diversity of ideas
and even attitude they bring on board, the more depth they create in their organization.
The Flood Zone
As you moved from Stage 3 to Stage 4, you also went through another Flood Zone: an increase in the level of activity. Because you are teetering on shifting the major control of your company over to experienced managers, remember to focus on key processes, key systems that will provide the foundational building blocks to manage that shift.
A Reminder From Previous Stages: Your company is growing up
Notice that a couple of critical forces are happening at the same time.
In Stage 1 and Stage 2, a company is CEO-centric.
When you move into Stage 3, it becomes Enterprise-centric.
It’s too big for you to continue to ‘wear all the hats.
It’s time to start ‘passing those hats’ around to the incredibly talented people you have hired.
You have also just come through a Wind Tunnel – a chaos zone that requires you
to let go of methodologies that no longer work and adopt new ones that do.
That’s a lot for any CEO to deal with.
Recall I previously wrote about Stage 3 having the highest incidents of CEO-burnout
of any stage of growth and it’s not difficult to understand.
Suddenly you have to start managing, delegating and team building like there was no tomorrow.
AND deal with the top 5 challenges for a Stage 3 company which include:
1. Staff buy-in
2. Leadership/staff gap
3. Weak business design
4. Unclear core values
5. Staff is resistant to change
Four out of five of your top challenges center around people issues.
If I’ve heard it once, I’ve heard it a thousand times from business owners – the lament that
starts with ‘If I just didn’t have to deal with employees’.
It’s no wonder that as a company moves into this critical stage of growth that many CEOs
lose some of the enthusiasm, the passion that was their ‘lifeline’ up to now.
You could always call on your ‘lifeline’ to get you through those tough times.
Now Hear This, Again!
A basic principle of effectively managing growth;
what you don’t take care of in one stage of growth doesn’t go away–it follows you to the
next stage when there is more complexity and a new set of challenges.
Make Very Sure You Are Not Behind
Get a Free Growth Stage Strategy Session With Me to Discuss Completing the Work as You Go.
Begin by Completing the Growth Strategy Survey.
Then, we will schedule a FREE debrief call.