In a small, founder-led and -ran organization, it’s habit to be very dependent on the founder or owner. This person’s vision and work shaped the foundation of every part of the company. From how the phone is answered, what the product and service offerings are, every client interaction, and how to solve all problems are dependent on one person. For a high energy, controlling-type personality this is like a drug; a very good drug. Your day is filled with solving problems, people calling on you, and you feel good and important. When you first start a ground-up type company, at least in ours, it is led by the owner, and they have helpers. The owner makes all the decisions, talks to every client and is running the show. The helpers are there to help. They do what this person says, offer no other feedback, and the work continues. In a small company, this can work. It’s not the most empowering type of organization, but at this level, the business is mostly focused on one person and their effectiveness. There is nothing wrong with this type of company, it’s just not the vision for us, and causes issue when you try to grow.

Some organizations even try to scale this method and can find some short term success, but then typically fall back into the smaller organization or fizzle out. These owners probably had the best intentions to grow a business but didn’t spend enough time or resources to build their team. They kept the mentality that they have all the answers, and their team could not, or would not, care as much as they do, or ever work as hard. I don’t think this is true. This type of owner is lax around learning or spending the time to do the work to help build their team. They may work hard on the product or service, but they neglect the team or give lip service to ‘building a team.’ As soon as it was inconvenient or cost money to invest in the team, they pull the plug on development.

The above type of business scares me. I am not talented enough, skilled enough, or can not work hard enough to build our companies vision without the right team. The right team is not about certain people – people will change in an organization (it’s healthy). It’s about the right environment that builds the right team. One where people can succeed within the organization.  The best company will train, empower and allow people to grow and blossom.

Our business has become much stronger, flexible, and producing better work than I could ever do alone. Thank you to everyone on our team to do their part to make exceptional client experiences as well as installing the best work. One of the weaknesses I have seen and heard is being dependent on my opinion for how to handle a situation, or what to do when a challenge presents itself we don’t have a plan for. This way, although effective in small organizations, is becoming a limiter to our growth and the next leadership in our company to thrive.

It’s easy for me to jump in action, to fix, to make a decision, and get things moving forward. It’s much harder for me to be intentional about asking others input, allowing others to solve problems, and make the final call for what is ‘good work.’ Something that used to make me feel alive has become a weakness for our future. But change is needed as you progress.

What this change looks like is problem-solving jobs together more, using my experiences, and our brand promises and combining them with your expertise, and the information you have in front of you, to make the best decisions. Asking ourselves “Which way produces the best final product for our clients.” Or, “Is this the best way to do this?” Will be the way we approach each decision. Not around my wants, desires, or opinion; but on what is the best.

If we are all growing, increasing our knowledge, and our problem-solving abilities we will as a by-product create one of the best businesses, not becasue of me, but because of us – together. We are Better Together.

Heard. Watched. Read. 

• “I fully realized the value of tenacity. I just had to assume there was a way through any obstacle, and then I’d find it. This is perhaps my most fundamental principle of entrepreneurialism, and to success in general.” – Sam Zell, Am I Being too Subtle?
• “Integrity isn’t just about following the letter of the law. It’s about how you treat people, doing business in a fair and above-board way, and of course keeping your word.” – Sam Zell, Am I Being too Subtle?
• The Impact Theory Show interviews Jason Mayden, previous lead designer for Nike about creativity, and being the best in your chosen field.
• “To encourage and bless your wife, affirm her consistently with pleasant, loving words. Let her know that you value, respect and love her.” – Marriage Reading Plan, YouVersion Bible App.