Managing Growth in Early-Stage Companies - Bob Norton.

Adding 5 people is not a big deal at a larger company, but in small companies it may be 33% growth. There are very different ways to manage and control growth and culture in this rapidly changing environment. Founder and management talent and philosophies are quickly diluted and stresses can cause major problems with vendors, customers and employees. The culture must be proactively managed using these systems and philosophies.

This program provides systems and wisdom from the trenches of rapidly growing companies. The framework provided shows you how to manage your company differently as you shift gears through the five stages of corporate development from a raw startup in a garage to a multi-million-dollar company. It provides a complete employee development ladder to help the best people grow, and manage those who cannot keep up. It gives you benchmarks and systems for evolving ahead of the curve instead of breaking under the stress. . In a rapid growth situation the people originally hired can rarely keep up their own personal development and growth as fast as the company grows. They were also mainly hired for their hands on skills to “do” and may not be able to step into the management, or executive level roles that are quickly created in this environment.