4 reasons to love your company’s adolescence

An interesting article by INC on adolescent businesses includes the following guidance.  I’ve just extracted just a relevant element of the article, so please refer to the full article (linked here) for the full insight.

DON’T HATE YOUR COMPANY’S AWKWARD MIDDLE PHASE. EMBRACE IT.

Keep these four points in mind when things get tough.

1. You can afford an interesting, smart leadership team.

Having really talented people next to you is like having playmates who are also your peers, and their ideas will stimulate your own.

2. You have the cash flow to not sweat every little expense.

Don’t go crazy. But you can spend $50 to upgrade your seat on a flight so you’ll arrive at your meeting rested.

3. You have less risk of death from small mishaps.

If you have 10 employees and a key person leaves, you may be left struggling to meet your commitments. If you have only a handful of customers and lose one, then you may have to lay off someone. Scale relieves that constant anxiety.

4. You can hire specialists.

When you and everyone with whom you work are jacks-of-all-trades, half-assing things is a painful necessity. It’s fun to watch quality rise once you can afford to hire a graphic artist or business analyst.

Bob Bradley

Bob is a specialist in running high value added service businesses, having run five such businesses as General Manager, Managing Director or Chief Executive. His last employed role was as Chief Executive of a £16M, 200 person family owned business having previously been Chief Executive of an AIM listed company for which he raised £5M funding and which he grew from £4M to £12M in three years through two acquisitions and organic growth, and a corporate PLC subsidiary where he was Managing Director responsible for delivering £10M profit on £45M turnover through 450 staff.

Bob is now following a portfolio career providing entrepreneurial business leaders with mentoring and coaching around business leadership, business growth, merger integration and exit planning.

Core to his portfolio is MD2MD. Having experienced for himself the value of having a strong sounding board of fellow Managing Directors he founded MD2MD in 2004 to provide groups of business leaders with a confidential environment within which they can support and challenge each other to raise their game as leaders and by doing so improve the success of their organisation.

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