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.