There is something special about a company of twenty people. In particular, one that has reached a key milestone like product market fit and has a viable financial model.

There is optimism in the air. Some move to new office space, while others buy a few plants to signal that they have become a real business. They are no longer a scrappy startup. They feel like a new garden in springtime. However, the hard work is only beginning.

You’ve heard the phrase ‘a chip off the old block’?  Well, the "shadow of the leader" is a similar concept. It describes the phenomenon where leaders, through their likes and dislikes tend to shape culture and behaviour. Coined by Sean Delany the "shadow of a leader" is a helpful metaphor. Think of organisations you know and how the personality and behaviour of the leader influences their culture. 

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.

Some teams are winners. Others never quite make it. Pundits debate the reasons endlessly. For me, the main factor is leadership style.

Like many parents, I watch my children playing sport. When kids are young they need lots of advice. Most coaches start off with a directive style.

It's ironic. We all welcome better times. Yet the CEO's job becomes trickier than in tough times.

Tough times require strong management skills. You have to do more with less. The focus is on the cost line. New revenue is harder to win and the challenge is often holding on to what you have. Decisions are tough at a human level and they have a short term horizon i.e. they impact next quarter.

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.

I’ve been at quite a few talks on Leadership. You know the kind of thing – how to be a good leader, what makes a great leader, how I became a great leader etc. One thing they all have in common – as with much of the literature on leadership – is that they examine leadership from the point of view of the leader – rather than the led.

Declan Kidney knows that professional sports team management is brutish. Wins are quickly forgotten and sentiment turns quickly toxic when results don't meet expectations. Most leaders performance evaluation is conducted in private. Not so for a professional coach, even a Monday morning pundit (like myself) feels we have a right to review the coaches performance.