A couple of hours later, Sam dropped a bomb in a husky voice and apologized profusely before projecting the correct figure for the quarter, which was a $350,000 loss. Ten hours of isolation after the prognosis that the second quarter results had hit the pavement, Peter decided to make things right. Life throws curve balls and while there might be blockers to success, it’s imperative to keep pushing yourself towards learnings and experiences because failure is inevitable.

A decade ago Peter, a disillusioned CEO of a pharmacy firm based in Ohio, planned a trip to Europe with his beloved family for the first time in five years. Peter had tasted success from his startup in no time and with some dreams in his bright eyes, always had the vision to expand his current business with the confidence and experience he had gained over the preceding five years.

A night before his trip to Europe, Head of the Finance Sam called out to him in a devilishly exhilarating tone.

“Hey Peter, I got some great news here to share before you leave for Europe. This quarter we are sitting at $300,000 profit.” Sam said.

“Wow, That’s indeed great news,” said Peter. “It’s music to my ears. We should pat ourselves on our back.”

A couple of hours later, Sam dropped a bomb in a husky voice and apologized profusely before projecting the correct figure for the quarter, which was a $350,000 loss. Ten hours of isolation after the prognosis that the second-quarter results had hit the pavement, Peter decided to make things right. Life throws curve balls and while there might be blockers to success, it’s imperative to keep pushing yourself towards learnings and experiences because failure is inevitable.

Barriers of Organizational Growth -

Scaling Up: To get the ball rolling, a company needs a scalable infrastructure similar to the blood supply to your nervous system. With organizational growth, it’s an important practice, to keep dotting your I’s and crossing your T’s. Tying every Knot into one comprehensive database can protect you from arbitrary circumstances. When a company grows from two to ten employees, one manger is sufficient to get the work done. To manage the size of 25-50 we require managers and leaders to control, manage, and motivate the team. But for the size 50-100, the team requires internal communication, leadership, delegation, and proper coordination with incessant visibility.

Delegation: Most entrepreneurs operate alone with the ease of handling a team of a handful of employees, but delegation of work becomes prudent in scaling up. The four components of Organizational growth are:

· Excellent Strategy

· Qualitative and Quantitative Key Performance Indicators

· Feedback Mechanism

· Reward and Recognition (Because we are dealing with humans not machines)

After the introspection, Peter was back in a jiff. He sold his $65 million firm for $45 million and recouped the loss. Peter launched an investment firm and incubated multiple firms amplifying the importance of getting the right people into leadership positions. Besides mastering leadership and delegation challenges Peter used the best marketing strategy which not only decreased the complexity of the business but also helped him sell his stake in the company back to the original owners and triple the value of his investment in the firm.

(The given article is authored by Swati Chopra.The author is a professional coach, facilitator and  a certified instructional designer)

Disclaimer: The views expressed in the article above are those of the authors' and do not necessarily represent or reflect the views of this publishing house