{"id":69071,"date":"2019-12-01t12:00:25","date_gmt":"2019-12-01t17:00:25","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=69071"},"modified":"2020-06-18t10:08:50","modified_gmt":"2020-06-18t14:08:50","slug":"how-to-develop-your-leadership-team","status":"publish","type":"post","link":"\/\/www.g005e.com\/2019\/12\/01\/how-to-develop-your-leadership-team\/","title":{"rendered":"how to develop your leadership team"},"content":{"rendered":"

\"large<\/a>get the right people on the bus, then figure out where to go.
\n<\/strong><\/p>\n

by jody grunden<\/i><\/p>\n

\u201conce you recognize that the purpose of your life is not to serve your business, but that the primary purpose of your business is to serve your life, you can then go to work on<\/strong> your business, rather than in<\/strong> it, with a full understanding of why it is absolutely necessary for you to do so.\u201d \u2013 michael e. gerber, \u201cthe e-myth revisited\u201d<\/p>\n

more: <\/b>disc helps remote team work together effectively<\/a> | how core values affect remote work culture<\/a> | how \u2018tech stacks\u2019 can help you standardize<\/a> | ready to be a virtual cfo?<\/a>
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as our team was growing and we reached over 30 team members, we recognized the need to establish a formal leadership team. when we were smaller, it worked fine for adam and me to be the primary decision makers, but as our client base and workload grew, we realized we would become a bottleneck and slow things down. at that point, we made a conscious effort to transition our daily tasks and client responsibilities to other team members so we could remove ourselves from the weeds and focus on the higher-level view of the company.
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\nfirst, we brought in someone to handle the audits. then, we brought in someone to handle taxes. these areas were time-consuming and not necessarily things we were passionate about and wanting to hold on to.<\/p>\n

next, we started replacing ourselves in the virtual cfo role with people on the team who possessed strong leadership qualities. it can be extremely hard to step away from client work. we both love working with clients \u2013 that\u2019s why we started our business in the first place. when you\u2019ve worked with a client for years, there\u2019s a bond there, but when the time is right, it\u2019s crucial for owners to move away from direct client work in order to grow the company.<\/p>\n

as we were making these changes, we decided to bring in an outside company, navigate the journey (ntj). in addition to teaching us the disc styles, ntj helped us \u201cnavigate the journey\u201d of creating organizational structure and defining the roles that were needed. navigate the journey facilitated a leadership retreat for us where they helped us develop our organizational (accountability) chart. this provided clarity for people in their roles so they could self-manage. and it was a really powerful exercise that fostered a lot of new ideas and growth.<\/p>\n

as a leadership team, we want to be constantly assessing where we are as a company today, where we want to be a year from now, three years from now, etc. when we are clear on where we want to be down the road, then we can determine what we should be doing now in order to get there. it\u2019s all about taking small, measured steps to get to where we want to be because we\u2019re not going to just wake up one day and be there without being mindful of the process.<\/p>\n

as business owners, adam and i knew there was no way we could get to where wanted to be by continuing to be the direct service providers with a huge (and growing) client load. we wouldn\u2019t have the capacity to work on<\/em> the business the way that we needed to, so we needed to find the right people and put them in the right seats. in some cases, we needed to create the seats. then we needed to shift our focus from serving our clients<\/strong> to serving and developing our leaders<\/strong>.<\/p>\n

there\u2019s a great quote by jim collins in his book \u201cgood to great\u201d: \u201cthe executives who ignited the transformations from good to great did not first figure out where to drive the bus and then get people to take it there. no, they first got the right people on the bus (and the wrong people off the bus) and then figured out where to drive it.\u201d<\/p>\n

as a leader, it comes down to stepping back and figuring out where you want to go as a company and what structure the company needs to have in order to get there and then gradually moving in that direction. for us, we<\/p>\n