Are you struggling with growth? Overwhelmed? Lacking accountability?
Not making deadlines? Not sure what to do next?

We install a standard Management Operating System (MOS) in weeks that would normally take years for any company to evolve themselves.  

Grow any company to $10M, $25M or $100M with these standard Management Systems. Our Founder grew two startups to over $100M.  And has traned thousands of CEOs at The CEO & Entrepreneur Boot Camp too.  

This works in any company, and any industry and incorporates hundreds of proven best practices.  We can install it in weeks with no disruption in revenue.  Life will get easier. You will attract and keep better employees, raise capital easier and begin growing rapidly.  Call (619) SCALE06 for a free evaluation.  Or click here to schedule a free evaluation.

 

Should you hire good people you find and build roles around them?

 

Never, ever design a role around a person if you want to build a real business. Although this can work in very small organizations (under seven people) with little growth it is very dangerous in significant companies. 

People come and go all the time. You need to design your organization's and processes first and write good, clear job descriptions and hire for those roles. This is a common failure point for entrepreneurs and managers who hire people because they "like" them, not because they are the right match for skills and experience. People also often do not understand the difference between skills (easily trainable) and art, which takes 5+ years to develop for far more complex things. What Malcolm Gladwell labeled "unconscious competence". 

This is not to say roles and responsibilities cannot be tweaked a little for individuals. You should expand the roles of good people to keep them challenged and engaged. Nor does it say if you find someone you think is a superstar you cannot invent a role for them to take them off the market and let them find their role within a growing organization. This is possible when a company has some room in a budget and each individual need not carry themselves every month, maybe upon reaching twenty plus people and a steady profit. At that point you can begin to invest in top people and their development for the medium-term and long-term and not look at cash-flow as critical. It just says you need a strong match to the needed skills and experience in each key role and should not compromise. The ripple effect of one bad match to a role can hurt an organization a lot.