Aligning accountability with ability to influence outcomes (read as authority) is critical for high performance. Therefore, it needs to be factored into the roles, responsibilities, measures and metrics in our business. This also means people and teams need to be goaled and measured on metrics and expectations that they influence, that results from their actions; […]
Successful business scale-up happens through deliberate effort, hardly by accident. Our time, attention, resources and efforts therefore need to be focused on things that enable business scale-up; things that really matter to facilitate accelerated business growth. Are we deliberate with our scale-up effort? Are we investing enough, in terms of our time, attention and resources,
Uncovering our blind spots helps us work on them consciously. Blind spots may exist for (all of) us, in multiple forms – such as unconscious biases, confirmation bias, similarity bias, stereotyping and so on. It manifests in different ways – in our thinking, being and actions. The key issue with the blind spots is that
The Top-5 enablers for successful business scale-ups, according to a study, are: Focus – clear positioning, alignment of internal resources to business purpose / goals Dynamism – being open, flexible, agile Preparation – on multiple fronts, areas, functions Growth-based thinking – empowering teams, people Excellence in execution #ceo #scaleup #business
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Scaling-up businesses are on a recruiting mode. Always. ‘Active Recruiting Posture’, as Frank Slootman calls it. Scaling-up businesses need to plan and engage in their talent hunt not just to meet their current needs, but to feed their emerging needs in future, as the growth is significantly faster. Therefore the approach to talent and hiring
Setting an Operating rhythm in place is crucial in a Scale-up journey – consisting of a series of operational templates, reviews, check-ins, and execution routines that the Organisation practices in-sync. One of the key aspects in creating such an Operating rhythm is having well-structured reviews at different intervals, at multiple levels. And creating a review
What gets measured gets done – anonymous. Measuring what we do leads to high performance. It’s important to measure (only) what (really) counts, for all that can be measured don’t (really) count. Also, how it’s measured needs to be simple enough, so that it gets measured on a consistent, constant manner; complex measurement / metrics
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The questions we ask determine the answers we get – which goes on to indicate that we get right answers when we ask the right questions. Asking the right questions significantly increases our odds of getting the right answers – in a way, asking the right questions is pertinent and possibly more difficult (!), than
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What’s possible, and what I (We) think is possible – can be different. At times, significantly different. A conscious review of this – whether there’s a gap between what’s possible, and what I (We) think is possible – can open up a flurry of possibilities for ourselves. #ceo #scaleup #leadership
Separating signal from the noise is inevitable as a Leader, though it’s becoming increasingly difficult. Signal when picked-up, provides clarity and takes us closer to our goals. Noise is deceptive, distracting and moves us away from where we want to go. Consciously training oneself to differentiate signal from noise therefore adds to one’s Leadership Presence
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