Ask ten managers what their company culture is and they’ll probably send you to the HR department. Frankly, I used to be one of them. Recently, I went through a turning point following which I now consider culture building my No1 priority as a leader. Here’s why.
To set the setting: my company has grown almost three-fold in headcount in the last six months. We went from just over 15 people to now about 50. Naturally what happens at this pace of growth is the controls and processes you had in place are no longer able to give you the same level of grasp on the business as before. There’s just too much going on.
The natural inclination of most managers in this situation is to inject more process, more rules and manuals, more middle layers of management to delegate to so as to ensure that things run as efficiently as they used to. Whilst some of this is necessary, if this is the only thing you do you will – at best – have an efficient machine that simply ticks on. If you’re lucky you’ll stay in business. You wont game-change.continue reading »