As midsized companies scale, the number of teams doing similar work grows, but the way they do those jobs can differ significantly – with mixed results. Standard operating procedures (SOPs) become essential – some at the working layer (warehouse, packers, sales, etc.) and some at the organizing layer (foremen, managers, etc.). Without clear processes, consistent across the company, efficiency and quality plummet. But are written SOPs enough? As you’ll learn, no.

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Company leadership spend a lot of time running the place, but do they forge a common view with managers of actually how to manage? Many managers are promoted through the ranks and have never studied management. Those who have bring diverse perspectives and approaches. So leadership often does not share the same language of management. Problem-solving discussions may resolve an immediate issue, but how can leadership coalesce around a unified approach at a deeper level?

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The once fledgling start-up has become a thriving midsize company, yet the core knowledge remains rooted in a small group of senior leaders with careers winding down. Unless the expertise – and the culture – are spread, the excellence that propelled growth can dissipate. How can a hectic enterprise share core competencies and keep driving growth as another generation leads?

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Midsized companies spend a lot of effort on external recruitment but often fail to recognize raw talent already within their company. Often times, they lack staff training departments and don’t devote the time and effort required to develop staff and plan challenging development programs to bring out their best.

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While most talented employees inevitably find their way up the company ladder, many others get stuck in dead-end jobs and trapped in a comfort zone that does not help them get ahead. What can those with high potential do to ensure they are challenged, developed and ultimately successful in their careers?

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