I have been out of daily operations for almost 2 years now. However, the scale strategy continues to rest solely on me. I have a leadership team of five people (ops, HR, office, controller, and field supervisor). At this stage, I would not be confident leaving any of them responsible for scale in my absence. They fully understand the business, but don't quite understand the growth strategy. Thoughts?
My business is new, but this is question I reflected on a lot.
1. When you think of scaling, what gets you excited? Serving more Customers in your geographic area, opening a location a new metropolitan area, franchising?
2. Your company has a mission statement, but what is the mission statement for your role as CEO? That's the target your replacement needs to have in their sights. "What you need to teach them" will flow from there.
Very interested to hear your answers. I also sent you a DM. I own a cleaning company too and am trying to build my circle.
Thanks for asking these, they get me excited!
Scaling for me is making a difference for more people (whether that's the team or clients) and providing a legacy for my kids. I also love developing my leadership team into better leaders- the journey has been so fulfilling.
My mission statement is to change the lives of the people who work in and around my company. I want to leave a lasting and positive impact on the world -- this stands true in every interaction we have!
I have cousins who owns a business that provides adjacent services, and they would be able to take over for me if something happens. My team could teach them any details they need, but they would be able to apply the vision that they have for their own company.
If that were not the case, I wanted to have the option of leaving with confidence, and I didn't have someone to bring up from the ranks, I'd need to find and hire a "CEO" type person who would be able to understand, add to, and execute my vision for the company. One more seat to find a replacement for.
