JLBC Continued growth
The following organizational transition occurs when you realize that you can no longer control everything—there are not enough hours in the day. You may notice that team members are complaining about how long it takes for decisions to be made. They may ask for greater freedom to make their own decisions.
At this point, you should begin to recognize the need to delegate— essential if you are to retain and develop staff. It would help if you put increasing amounts of your time and effort into leadership and communication and less into your original expertise— for example, accounting, sales, marketing, engineering, or operations.
It would help if you were putting increasing amounts
of your time and effort into leadership and communication
As the organization continues to grow, you may become part of a high-level core leadership team directing strategy and coordination, while a group of managers in business units leads couples on a devolved basis.
It will help if you become a strong communicator because of a significant part of your role in resolving tensions between devolved units and the center. You must manage relationships to ensure that all aspects of the organization work collaboratively and are fully committed to the overall strategy.
Bear in mind that the development of future leaders is essential to the organization's long-term survival and is another one of your new responsibilities.
JLBC GROWING WITH YOUR ROLE