Savvy leaders have a knack of detecting when their business is about to hit a speed bump. They have inbuilt early warning systems. Like pilots in a cockpit, they know when it’s time to change course.

Get the transformation timing right and you are a hero!

Get the timing wrong and your business is fatally damaged.

When I was in college I had particular lecturer who had a reputation as a bit of tyrant. One term we were unfortunate enough to have a weekly tutorial with her which started at 8.00am. That’s pretty early for a student. Imagine our horror the first week when we rocked up at 8.05am to find the door locked! Yes that was her rule – turn up on time or you don’t get in.

We spend a large portion of our working week at meetings. But how many are effective, productive and contribute to transforming business growth? Many companies start off with great intentions but find that meetings, particularly weekly management meetings, gradually slip into Groundhog Day and are an ineffective use of people’s time.

Having listened to increasing complaints about this we decided to put together some useful tips for you to consider:

There is something about the autumn term; fresh new schoolbooks, new pencils and leaves falling from the trees. For most of us, as far back as early childhood, autumn represents a fresh start.

We find it’s a time of year when many companies start planning for growth. Maybe it’s facing into the last quarter of the year or perhaps it’s the pressure of making the Q4 numbers. Or maybe it’s simply a throwback to those new schoolbooks and fresh pencils.

Many task oriented CEOs claim success through their focus on task completion. They make employees accountable. They then micro manage to ensure they are on top of everything. This works in smaller companies where each member of the team is accountable to the 'boss'.

However, as companies grow, CEOs become more stretched by the 'always on' work environment. One-to-one conversations happen less frequently. There is less time. The task oriented CEOs can't cope and become overloaded with too many decisions. Business growth slows down. Everybody becomes frustrated.

In one of our publications, Three Steps to More Referrals, we discuss the fact that most clients who receive great service are happy to recommend you – yet industry figures suggest that only 20% actually do.

Why is this? Well, the simple answer is that in most cases companies just don’t ask. We always ask for referrals. They make good business sense.

Time is the great enemy in growth companies; too much to do, lots of meetings, hard to make the right impact. What you were doing last year may not be what you should do this year. 

You know the time-crunch symptoms. Everything is a rush. Last minute impatience creates stress. Procrastination and indecisiveness make 'to do' lists longer. You feel handcuffed to email technology. 

Many CEO's have to operate in a split personality mode, like Dr Jekyll and My Hyde when it comes to business growth. Most of the time they are in an operational or ‘in the business’ mindset and only occasionally do they actually take time out to focus ‘on the business’.

Many CEOs did a stellar job in leading their companies through the last recession. They made tough decisions. They dieted and trimmed the fat out of the cost line. As a result, they are fitter, healthier and have cash reserves.

However their companies now face a different set of challenges. New markets are emerging and product choices need to be made. Their value proposition needs to be reviewed and the sales and marketing machine needs an overhaul.

We’ve all been there. The CEO stands up, presents his vision of the future.  He outlines the great and detailed plan the senior team has been working on for weeks. There are usually drinks. Everyone is on a high.