Start up growth comes with a personal price

 
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The people you started the company with are no longer getting it done

Your business moves into year three and things are going well.

There's nice growth and sales efforts are paying off. You've assembled a strong board of investors and strategic thinkers. You've gotten a healthy round of financing under your belt.

Yet, you have this nagging feeling in the pit of your stomach and it doesn't go away.

You've got this thing running and you want to enjoy the heck out of it, but your alarms are quietly going off and you can't understand why.

Then it begins to dawn on you.

Change.

Things need to change - you can feel it - but it makes you worried and wakes you up at 3:30am every morning.

Change. Damn. 

It's discomforting for two reasons.

The first is that it beckons the unknown and that makes you uncomfortable. The second is that you know deep down the business has to grow and the team you started it with needs to morph.

It has outgrown several of its founding players. What's worse is your partner - the person you built this company with - doesn't have the skill set needed to continue running in his/her present position.

A few board members - investors - pulled you aside to mention that as well. You know you can't throw out the baby with the bath water.

That is really scary and potentially very wrong.

So, what should you do?

First, breathe and take stock of the business; markets, P&L, personnel, supply chain, etc.

Next match overall leadership skill sets with business strategy, current needs and predicted directions. Review the cultural fundamentals. Begin to form a senior leadership plan.

Then bring in the strategic thinkers from the board to give guidance.

Get fresh intelligent eyes on the plan. Modify as needed. Execute. Get some sleep.

And yes, enjoy.

If you are not enjoying, contact Gerry now.

 

There are so many productive ways to work with Gerry.

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Gerard Schweitzer