Evolution is necessary
As your business grows and matures, it is important that your leadership style evolves alongside it. This will mean that there is total alignment between your actions, the directions you give and where you want your company to be.
What could you change?
When leaders first establish their organisation, their input is continually required to build each system and process for the future. However, this more hands-on role is less appropriate for mature companies that should run more autonomously. It might feel alien, but altering the relationship you have with your business is a requirement for effective progress. Ultimately, you will probably find it more fulfilling in the long-run too.
One thing I always advocate with my clients is trying to broaden and deepen their skillsets as much as possible. Exploring areas of less confidence will make them a more rounded leader, who can assess the various aspects of their business with greater assurance. Being a technician, who possesses the most specific knowledge, whilst useful, is not necessarily what I am suggesting. Having a base understanding of each company element means you can support your colleagues more holistically.
Where do you work best?
Two adaptations to your leadership you could consider are:
1. Identify where you are most valuable. In an ideal world you would have deep knowledge in each and every part of the business, but although this is an admirable goal, it is not realistic. What part of your skillset separates you from your colleagues and employees? Whatever this is, ensure you are involved in this area, to best utilise the understanding you have. This ability to specialise more, is a luxury that adolescent stage organisations cannot afford, but is best for producing a competitive advantage.
2. In line with the advice above, do the things you most enjoy. You have done fantastically to run a successful company, particularly after the stresses of the last two years. Therefore, you deserve the chance to engage in the areas that bring you most pleasure. I am not saying forsake your colleagues to indulge in the most fun activities available, more try to incorporate some enjoyment into your routine, to keep the workweek fresh and engaging.
Hands-on or hands-off?
For the two suggestions I have just made to work, you must build up a team of able deputies who can support you. Try to pick people who have different skillsets (maybe even different mindsets) to you, so that the company benefits from a variety of perspectives and expertise. It’s likely that you already have people in mind as capable candidates, but if not, think about recruiting that missing piece of the puzzle.
With all complex situations, finding the right balance is vital. Nothing is black and white. Therefore, whilst I encourage my clients to take a step back and empower those around them, it is also important that they remain accessible and visible, so they can offer support when needed. This will likely be required to a greater extent after you first appoint your team, but as their confidence and expertise grows, you can assume a more advisory role, looking forward, rather than involving yourself in current operational challenges.
Take the next step
The evolutionary process I am describing here can feel unnatural at first, but will deliver the dual positives of creating a more versatile, autonomous and successful business, as well as stimulating your engagement for your work. Being busy doesn’t necessarily mean you are more valuable.
Use this as an opportunity to become the leader you want to be, guiding the organisation you have always aspired for.
If you would like to discuss any of the topics covered in this article, please book a FREE, no-commitment discovery call with me.
