Last week, in the first part of this series, we started to look at the barriers a lot of business leaders encounter when faced with the challenge of real growth.
The first barrier we identified was that of being able to look objectively at your company and ask “what do we have to do differently to reach the next barrier?”, and assuming you manage to answer than question, things will undoubtedly need to change. A CEO might have had nine people reporting to them directly when they started up and functioned perfectly well, but it’s impossible to cope with 45, 50, even 75 direct reports.
If you want to grow your company, you’re going to need to recruit leadership talent.
It’s pointless hiring new leaders if you don’t change your own leadership style. What’s appropriate for a start-up company doesn’t work nearly as well for an established business looking to grow. You can micromanage a small team, but if you continue to do that once you have a leadership team in place, at best, you’ll demotivate some of your leaders. At worst, you’ll micromanage your new leaders right out of the company.
You hired your leaders to do a job. Let them get on with it.