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The Role You Play
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There's a term in business called Corporate Governance that refers to the way a business is "governed." A large corporation is typically governed by a CEO, with managers reporting to him and "technicians," or people who perform more technical or specialized tasks, reporting to the managers.
 But in small business, these three roles often are done by the same person: the company founder. In the beginning stages of a business, this is ok and in some cases, there is no choice. But as a business grows -- and if you want your business to grow -- these three roles should be handled by three different people charged with very different responsibilities.
- The CEO assumes the leadership role, advocates change, makes decisions and is the "visionary" for the company.
- The manager is responsible for making sure everyone has everything they need to do their jobs efficiently and effectively.
- The technician is the person with the special skill or knowledge that is core to the business, i.e., the dentist at a dental practice or the graphic designer at a graphic design business.
What role do you play in your own business? If it's all three, or even two of these roles, it may be time to look at delegating some of your responsibilities. I would be happy to assist you in your evaluation. Please feel free to contact me for more information. |
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Shouldn't The Founder Be The CEO?
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The answer is, it depends.
Bill Gates, chairman and founder of Microsoft, didn't think the role of CEO suited him so he stepped down from that position in January
2000 for a role he preferred: chief software
architect. Since designing software was his passion and what he knew best, he decided it was time to go back to it (although he did remain chairman).
This example is one of many that shows that not every company founder should be a CEO. And likewise, there are some company founders who work much better as CEOs than they did as managers or technicians. |
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Achieve Your Desired Outcomes With The SWOT Approach
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SWOT, which stands for Strengths, Weaknesses, Opportunities,
and Threats, is a well-known strategic planning method
that can help analyze the value of a project or business venture. SWOT is best carried out by a team of people -- a manager, an accountant, a salesperson, for example. So if you don't have a broad representation in staff, ask professional friends and representatives of your target market to assist.
SWOT analysis is more effective if you first determine a specific
objective. Your objective might be to increase sales of your new widget, at a strategically lower price, to account for 10% of your gross this year. Once you have an objective, assess
your strengths, weaknesses, opportunities, and threats as they relate to that objective.
Read more ...
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