cracking the code for growth

Maureen Ennis www.thrivedigitalera.com

Cracking the Code For Growth

How to Define and Implement a Sustainable Growth Strategy

for Your Business



Long-term growth will only happen if the company learns how to operate differently as it grows larger. Keith McFarland, author of The Breakthrough Company


But how do you know what to do differently if you haven’t been there yet?


Key Saboteurs of Sustainable Growth

•  Uncertainty inherent with growing amidst the powerful, chaoGc forces of expansion and change

•  Chaos that scaIers a company’s focus and its ability to drive to its goals

•  Barriers created by the methods and pracGces that don’t work in the digital era


•  What if you could idenGfy growth issues before they set in?

•  How prepared are you to predict how growth will impact your company?

Ever Wish You Had A Crystal Ball?


Stages of Growth: Research based growth model designed to help business leaders diagnose, predict, and solve the challenges associated with growing companies.


Key Outcomes: •  Get clear about where your company is today and why

you may be experiencing specific growth issues •  Look back, examine today and look ahead to determine

the root causes of your specific growth barriers •  Align your management team, surface and address issues

more quickly •  Create a language of growth that will facilitate strategic

conversaGons with your leaders, managers and employees.

•  Make a data driven plan to navigate and sustain growth!

The Stages of Growth Model Will Help You Crack the Code


Employees:

Your Business Moves Through these Stages as You Add More Employees


Stage 1 – Start Up •  1 – 10 employees •  CEO-centric •  Still trying to

figure it out •  It’s chaotic •  Hire for fit not

skill


Stage 2 – Ramp Up •  11 – 19 employees •  CEO-centric •  Focus is on growth,

not survival •  Moving beyond

owner’s span of control

•  Starting to delineate responsibilities


Stage 3 – Delegate •  20 - 34 employees •  Enterprise-centric •  CEO must start

releasing control •  Staff revolution •  Staff will leave if not

given roles and responsibilities


Stage 4 – Professional •  35 – 57 employees •  Hire professional

managers who have been there done that

•  Build confidence in divisions

•  Too big to rely on faulty systems


Stage 5 – Integration •  58 - 95 employees •  Focus back on

company •  Getting managers to ‘play well together’

•  Training is critical for all employees


Stage 6 – Strategic •  96 - 160 employees •  Perspective needs to

shift as you are now on radar of other competitors

•  Emotionally aware leaders do well

•  Culture and core values are key


Stage 7 – Visionary •  161 - 500 employees •  Cruise liner not a

speed boat •  Lose sight of target

and competitors will eat you for lunch

•  CEO must ignite fires of inspiration to avoid complacency


Flood Zone

Flood Zones occur between Stages 1 & 2, 3 & 4, 5 & 6

Transition requires bearing up to an increase in the QUANTITY of activity


Wind Tunnel

Wind Tunnels occur between stages 2 & 3, 4 & 5, 6 & 7

Transition requires letting go of methodologies that no longer work & acquiring methods that do work.


Iden;fying Your Stage of Growth gives you a

founda;on for what to an;cipate as you grow. The model reveals how growth companies have

successfully navigated that par;cular stage, and what

YOUR company should consider focusing on.

The model points to shiSs required in: •  Focus •  Leadership •  Mindset •  Fundamental business pracGces required to address primary challenges of each stage

Using Stages of Growth as a Guide


What Should You Focus On Most? Profit/Revenue

Predicting growth by maximizing and anticipating profit and revenue, protection and capacity issues

People Building competency and innovation through the conscious development of people

Process Transforming complexity into clarity through systems


Focus Priorities and Shifts Based on Research Outcomes of Successful Growth Companies


Mindset: Are You a Builders or Protector?

Builders: A Builder mindset creates new ideas, takes on new initiatives, finds ways to expand the revenue and profitability of the enterprise. They are risk tolerant and highly supportive of growth.

Protectors: A Protector mindset is

cautious and prefers to slow things down. They are risk averse and highly suspicious of growth.


What is the Prevailing Leadership Presence in Your Company?

•  Dominant, direcGve or demanding •  SupporGve, serving, helpful •  FacilitaGve, make easier, quesGoning

This key element speaks to how you and your leadership team chooses to lead, not your preferred style or capability. Different stages will requires modes of leadership


Get clear on the root cause of organizaGonal dysfuncGon

Realize there is an effecGve and proven model for growth

Obtain alignment & buy-‐in on criGcal people, process and profit issues

Weather the chaos that comes with growth


Predic;ve Body of Knowledge:

Seven Stages Of Entrepreneurial Growth

X-‐ray

Assessments made by your Leadership Team

Alignment Session: Debrief, Uncover, Learn, Synthesize & Plan

+

+

=Your

Company

Codebook

For Growth


Growth X-‐Ray Process


Thank you!

•  Contact us for a 1-1 coaching session to discuss how this process can ignite your companies growth

•  Take a free leadership assessment