Scale Architects
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If you are a Founder or CEO of a $1M+ business, you've probably come to recognize how important your senior leadership team is to your success. You can't do it on your own. You can't make all the decisions or manage all the people. You need strong leaders who can share the load.
You can’t reach $10M or $50M the same way that you reached $1M or $5M. In the early days of organic growth, you can simply sell your way to success and deal with fulfillment problems as they come. To break the $10M barrier and go deep into 8-figure territory, you need to first create the internal capacity for scale, then you can get back to selling and growing your top line.
For the first time in a long time, the growth seems to be slowing. Executing on decisions feels more like struggling through a muddy swamp than the perpetual march forward you used to have. Things seem complicated and confusing. What was once a well-oiled machine is slowly, painfully grinding to a halt. Here's how you can fix it.
A common but wholly bewildering problem founders face is apathy among their employees. As a successful founder, I'd be willing to bet you are wired to drive forward. You probably don't have an off button (at least while you're awake). Employees can be a whole different story.
Great leaders distinguish themselves from bad or even just good leaders by their ability to make the right decisions at the right time. There is a mystique that surrounds a great leader's ability to make great decisions, and I see it all the time in founders.
Today, I'm going to show you the right way to jump-start the transformation you want as you execute and implement your offsite decisions and rally the company around your cause.
When I start working with a founder and their team, one of the first issues we have to address is a big one: How they approach growth. Typically, up until this point, they have grown by selling as much as they can and then scrambling to keep up. But this strategy is about to expire.
You did it! You started a business with nothing more than a dream and a willingness to roll up your sleeves. You worked hard, really hard, and the business grew. You're a stand-out success by everyone else's standards. So why are you not jumping for joy?
Most companies waste an enormous amount of time by either have too many meetings, too few meetings, or just plain lousy meetings. It doesn't have to be this way.
Do you think most founders would benefit from handing over the reins to a professional CEO? I’ll show you how the plans succeed and fail and what you can do about it.
One common misconception leaders have is to believe they can scale their business by doing more of what they've always done. Pivot. Say yes. Save the day. Then, do it all over again. However, growing and scaling are two completely different challenges.
How do you decide who you let in influence the vision and direction of your company? I'm not just asking about ownership, but on other issues like leadership, decisions, advice, and authority, who do you allow inside?
