Scale Architects
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Most executive teams fall prey to a surprisingly subtle trap. If you have set a brilliant strategic plan only to see it fall short on execution, you’re probably already in the trap and don’t even know it. However, to show you what it is and how to avoid it, I have to tell a quick …
I was teaching a workshop recently and met a highly Visionary founder, Chad, who was quite successful. His businesses (yes, plural) were booming. He had the (very) fancy car. He had the (very) fancy watch. And he had a beautiful family at home, too. But as I spoke not just about how businesses scale but …
The most tempting strategy for most leaders is to do more of what we're already doing and do it better. That same strategy will suffocate even the best innovators if we aren't careful. So how do we protect innovation from process and use process to scale up innovation?
Innovation will never be birthed from a process. It must start with people. To create an innovative organization, you must create an ethos of innovation throughout the entire organization.
We've all heard the story before. A nearly mythical leader (often the founder) creates a phenomenally innovative organization. Following a meteoric rise, they pass the baton on to the next generation of leaders. But then, one day, we wake up and realize the organization is barely a shadow of its former self. What happened?
The demands of leadership are constantly changing. At the ground level, it can feel like you've been blindsided or entirely off the map altogether. But our evolution as leaders follows a predictable pattern. And if you know and understand that pattern, you'll excel as a leader with a fraction of the heartaches and headaches.
The secret to delivering extraordinary results (and making great money doing it) is not finding more clients, creating an online course, or keeping your current clients longer. It's so much simpler.
Do you have executives or leaders? Unfortunately, many founders and CEOs make the tragic mistake of assuming achievement is the same as leadership. However, the primary function of an executive team is not achieving today's success but instead securing tomorrow's success.
You got into coaching to be a coach. But if you find yourself spending more time coaxing prospects than you do coaching clients, it's not your fault. You have found yourself caught in what I call the Doom Loop. And every coach finds themselves here at some point, especially as we grow and succeed.
For many business owners, Fun is as far as they would like to go. They earn more than ever have before, and they have the freedom to do what they love. Why would you want to give that up?
I want to propose three principles and a simple yet powerful hiring model that will dramatically increase your hiring process’s effectiveness and reduce the time you spend hiring.
From day one, this step-by-step agenda will give you and your team an opportunity to reflect on past successes and challenges and cast a vision for the company so powerful and enduring that it will outlast everyone in the room.
