Lack of accountability is the silent killer of growth – and by far the #1 growth roadblock among small and mid-sized companies. How can you put a system in place to hold your team accountable, so that you can grow faster and with less pain?
Obviously, we all want to create a culture of accountability in our businesses. The thing is: If you want a culture of accountability, it starts with YOU. Where do you start?
“My company has great growth potential, but I am so stuck in the damn dailies, I can’t find time to work on my business,” sighed the 55-years old CEO of this mid-market manufacturing company. He started his company 15 years and successfully grew it – but over the past few years, growth had stalled. His efforts to re-boot his growth engine have failed as well. In short, he felt stuck. How can he un-stuck himself?
Many more CEOs than you may think suffer from some form of mental wellness issues. One way to improve and maintain your mental wellness requires virtually no investment and delivers a great ROI: gratitude. How?
70% to 90% of strategies fail due to poor execution. A good annual strategy does not need to be smarter than last year’s strategy: it needs to be more actionable.
“So far I have been a great CEO, but I am not sure that I am the best person to take my company to the next level,” confided this CEO of a fast-growing company. It looked like his recipe for success didn’t work anymore. He felt stuck, overwhelmed, and doubted his ability to improve the situation.
Sounds familiar?
Every business has at least one strategic asset – one existing strength – that can form the foundation for future growth.” Your job is to identify and develop it.
Easier said than done. How do you do that?
Questions are often more powerful than statements, because they teach people to think. However many CEOs make the same mistake: When someone asks for help or struggles, they simply give them the answer. What can you do about it?
Questions are often more powerful than statements, because they teach people to think. However many CEOs make the same mistake: When someone asks for help or struggles, they simply give them the answer. What can you do about it?
“I have smart people but I underutilize their potential,” the CEO confessed. “I feel like I am the #1 bottleneck in my organization.”
My client was right: she was a genius with a thousand helpers, and she needed to become a genius maker in order to accelerate her business growth. Some leaders are great at amplifying the intelligence of others. What do they do differently?