CHAPTER 6: Why You Need to Get Out Of Your Own Way, And How To Do It.
Survety after survey reveal tnat the number one reason people start businesses is not about the money, but an almost overwhelming desire for freedom and automony.
This brings with it a dilemma - successfully scaling an organization requires a degree of ruthless focus, prioritization and discipline that many would-be-scale-minded leaders find constricting and frustrating.
In this chapter, we identified the five most frequent ways in which an otherwise great leader can get in their own way on the road to scalability, and outlined the ways on how to avoid this happening.
To access the tools for Chapter 6, simply click the links below to click through the resources.
Chapter 6 Resources
ARTICLE: Why Saying 'Yes' To Everything Is Keeping You From Success
When your company becomes bigger than a scrappy start-up, saying yes can really hurt growth.
In this article, Les outlines the four key steps to getting out of your own way by learning to say no by learning to not say yes.
interview: casey graham
Casey Graham is one of the most remarkable entrepreneurs Les has had the privilege to know.
Fearless, creative, insightful beyond words, curious to a fault, and a self-confessed 'recovering Arsonist'.
Casey has accomplished more already than most entrepreneurs do in a lifetime - and he still has a ways to go.
Casey Graham is a growth genius who you can learn a lot from.
ARTICLE: Are You A Visionary Leader – Or Just An Arsonist?
For many leaders, change is less a tool to achieve, and more an itch they have to scratch.
In this article you will learn how to know if you (or someone you know) has morphed from being a positive change agent to an arsonist liability.
ARTICLE: How The Need To Lead Hinders Your Ability To Do So
Most founder-owners, for example, start businesses because of a need for freedom and autonomy. Most leaders arrive in leadership positions driven by a need to make a difference.
Sometimes The Things You Think You Need Will Lead You Down The Wrong Path.
In this article Les discusses the three most common good-needs-gone-bad that otherwise excellent leaders succumb to.