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 CEO didn’t grasp it at first, but he and his company had just reached the “tipping point.” His response, personally and as the firm’s leader, would determine whether recent growth would continue or whether the company would stagnate and fail to reach its potential.

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Finding the best candidates in a hyper competitive market is challenging enough. But once you have made your choice, how do you make sure top talent accepts your offer?

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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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A company goes to great pains to recruit top talent, but they fumble the onboarding and lose a great hire within the first few months. Sad.  Without the right approach to help new employees settle, these fresh relationships can break. All too frequently, something goes wrong, and within a year, the excited new employee is disgruntled – and then gone. Maybe it was them, maybe it was the company – either way, time and effort has been wasted, the process has to start all over again, and the challenge of finding, recruiting and onboarding talented new staff remains. Isn’t there a better way?

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By Preety Adams
Community Engagement Manager

The days of stopping by the water cooler for a chat with co-workers seem like a distant memory.  As Covid-19 continues to impact our daily lives, many employees are missing the spirit and culture that companies work so hard to build and maintain. They are working remotely from home, spending long days alone, without even the solace of driving in their car to work and greeting co-workers as they enter the office. What can companies do to connect with employees in this environment?

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Building a culture of teamwork across the company can be a powerful mobilizing vision. But what if not everyone wants to play ball? This can be particularly challenging in a partnership, where each member acts as a distinct profit center and may not be eager to break out of their silo and support the cohesive ideal. So, how to move forward?

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Company leaders like to believe their company is fun and attractive, with an active social calendar to strengthen morale and internal relationships. But how to make this happen? It can be the touch of death for any activity to be organized by the leadership, coming off as too corporate, with money spent but attendance low and the effort unappreciated. Yet if the office is all work and no play, where is the joy – much less the warm company feeling – in that?

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Real leadership means creating the future, but who has the time? Senior management has to manage the business for profit, yet decision-making for day-to-day stability can stifle new ideas and development.

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