Scale Architects
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Your strategic planning process is essentially an old-western showdown between the limbic system (which is tasked with keeping you and your organization alive) and the prefrontal cortex (which allows you to thrive). And in this good ol' shootout, the limbic system is the reigning champ. The scary part is it's going to kill your organization without you ever knowing it.
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.
Every business starts in Early Struggle. It is an existential fight for survival. It's like a ship setting off for its maiden voyage during a hurricane. Almost everything you do, you're doing for the first time. The learning curve is steep, but you have push through and fast. In this article, we'll show you exactly how to do just that.
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.
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.
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?
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.
Over the last ten years, I've learned more ways not to hold an executive offsite meeting than I'd like to admit. In this series, I've taken the lessons I've learned from each of those failures and put together the perfect offsite plan so you and your team can create the perfect strategy to grow your organization!
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.
