Management and the Start Up

I work with businesses and organisations at all stages of the life-cycle. Pre-starts, start-ups and mature businesses.

I often see management DNA develop in the start-up phase and it is seldom a pretty site. Habits and relationships are set early and become very difficult to shake off. This is largely because of the mindset of the original founder of the business:

  • This is their baby;
  • They know how they want it to develop;
  • They have exacting standards.

Consequently their management style can be brusque, directive, bruising and ultimately damaging to the long term growth of the business.

Ideally I get to work with a business pre-start and ensure that the entrepreneurs builds their management team BEFORE the business plan is developed. This way all members of the team can own the plan and a more open and collaborative management DNA can be established from the start.

However this is pretty rare.

More usually I am working with an owner manager who has already established a pretty controlling management style. Helping them to see a different way of running the business is tough enough.

Coaching them to make it happen is even tougher.

Often it takes a real shock to the business and the entrepreneur to make them realise that something has to change.  This ‘shock’ can be bankruptcy, divorce or a significant health issue.

But sometimes that is what it takes before the need to change is fully recognised.

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