Top Dogs: Remove the Bite for Continued Growth
By: T.J. Tedesco
For: High Volume Printing
Published: December, 2006

Small businesses are the lifeblood of American industry, and small business owners are the driving force behind their innovation and success. Through intelligence, tenacity and sheer force of personality, these business leaders achieve growth by single-handedly driving home their vision and insisting on its achievement.

However, action-oriented small business leaders are often betrayed by the very top-dog personalities that initially brought them success. The style and skills that make a great entrepreneur can hamper company development and limit its ability to thrive. The “take charge” mentality that’s an asset for a growing company can prove counter-productive as stars rise through its ranks with their own ideas for sustained success.

When a company has achieved a peak level of growth under a strong-willed founder, a shift in management style is necessary for growth and innovation to continue. Here are a few top dog characteristics, along with some ideas for removing their bite to continue company growth.

From “My Way” to “Our Way”
The determination of small business owners to advance their vision despite adverse conditions can become the uniting energy for a support team. Perseverance is important to the health of a growing company. An executive’s resolve to remain successful can buoy employees and improve the strength of the company.

One manifestation of this determination is a “my way” attitude in which the executive assumes control over projects and operations. In this scenario, the suggestions of others are heard and evaluated, but the final decision is in the hands of the owner. There isn’t time for popular management techniques, and very little interest. Everyone knows who calls the shots. 

This approach often springs from an earnest desire to complete tasks expeditiously; an executive often believes that funneling decisions through capable hands is reassuring to staff. And if the company is succeeding, changing management technique may seldom be suggested.

Stubborn attitudes, however, frequently reinforce a sense of infallibility when rewarded with success. No one, of course, possesses such a quality. As the company achieves and expands, the founder may enter unfamiliar arenas and still be convinced of possessing superior knowledge tied to the company’s development. The continuation of “my way” management can harm both the product and the good faith held by the staff that the manager is competent. Disagreements can be seen by managers and others as defiance and make owners reticent to rely on the surrounding talent. Placing trust and responsibility in others is a major step in developing as a manager and as a company.

Converting “my way” into “our way” is a difficult but necessary step in this process. It is essential small business owners mine the support team for fresh perspectives during growth periods. If nothing else, abolishing “my way” management is essential to cultivating and keeping competent employees. Capable new hires seeking independence and responsibility can quickly become marginalized if management does not seek to utilize their skills.

The Wayward Navigator
Early on, new business owners generally make an effort to become part of every activity—if not at its center. Placing their mark on every service and product ensures that ownership is knowledgeable and involved. It is also an excellent quality-control tool that allows the founder to demonstrate procedures to staff. And above all, it helps the owner refine the vision of the company, piece by piece.

Naturally, an interest in quality and procedural knowledge are valuable for all staff members. But as the company grows, micromanagement limits the owner’s ability to focus on developing relationships and soliciting clients. Relying on a well-trained staff to develop other staff, prioritize assignments and concentrate on delivery is a crucial step in company progress.

In many cases, entrepreneurs simply make it up as they go along, particularly in the early stages. Because of the demands on their time and the unpredicted scenarios all new business owners face, crisis control becomes second nature. In its infancy, the company relies on this skill to remain flexible and respond quickly to rapidly approaching deadlines and unscheduled client needs. At once adaptable and effective, crisis management techniques fortify a company when responsive action is needed most.

Unfortunately, this on-the-fly mentality can undermine growth. Accepting ‘crisis mode’ as business practice sends operating costs skyward because efficient methods are never developed and power is never transferred to another set of managers. As a result, workflow can become delayed or blocked. Energy and resources are pulled in too many directions, and everything grinds to a halt. And the biggest risk, of course, is company leaders becoming deluded into thinking completing projects, rather than generating revenue, equals success.

Commanding the Troops
Managers often like to make rules and set boundaries. In the beginning, this establishes guidelines for performance that can be comforting, or at least establish a standard. In many cases, this means control. Owners and managers often feel it incumbent upon them to maintain command. Extremely capable and armed with a take-charge attitude, many managers can become eager to demonstrate proper techniques and processes, directing the team from the ground.

Eventually, the manager needs to seek a higher command position. Instead of engaging in projects, detaching from production efforts can offer a better point of view. Commanding from a control tower can allow managers to better direct personalities, skills and resources that may not be seen from the ground.

The challenging—and usually engaging—personality that defines a successful manager can become his undoing if unable to change the rules. Changing management style seldom means caving to challenges to authority, though it may feel that way at first. Seeking to maintain order at the price of poor accounting and other sloppy work can cripple a company just as it is about to start peaking. The efforts of an owner to transition the role of management will be recognized and enable the company to prosper.

For many companies, taking the next step, breaking “the glass ceiling” and stepping toward continuous growth can be a difficult transition. But these growing pains are critical as owners seek to reshape their focus and redirect their energy. It involves letting go a little, sure, but that’s necessary for the company to make the leap to a higher level of organization and revenue. Remember, if not flexible enough, the management style that brings success can also take it away.

T.J. Tedesco is with Grow Sales, Inc, a company specializing in outsourced marketing leadership for the graphic arts industry. He is the author of four books, including Binding, Finishing & Mailing: The Final Word, Win Top of Mind Positioning, and Direct Mail Pal. All are published by GATFPress and are available at Amazon.com. T.J. can be reached at (301) 294-9900 or tj@growsales.com. Grow Sales, Inc.’s website is www.growsales.com.