EPISODE E4.003 Finalize Management and Expert Hires - Management Positions and CFO

Introduction
Here we are in the last week of July and the first month of the 3rd Quarter is ending - how much closer are you to success?

If you have been with us all month, you know we have been railing against the politicians and bureaucrats for acting arbitrarily in response to the pandemic; and any illusion they are making data-based decisions should have been dispelled by now. This is not about a specific political party or group, it is about the arbitrary use of power at the expense of the most important global community - you.

People like us, Living the Life, employ 57% of the planet's population and yet are treated as the source of its problems. Not here, we celebrate the contribution you make to a better society and our focus is to improve your chances of success. 

This week we continue the new programming structure. We use a Balanced Scorecard to format our weekday shows: Finance (Monday) = Operations (Tuesday) + Sales (Customers) + People (Employees) with Fridays dedicated to Owners. Look at the week this way - Monday through Thursday is working IN the Present, Friday is working ON the Future.

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Have a great business week.
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Show Objectives
This is a little crystal ball and musical chairs. Your role as the Owner is to anticipate, based on past performance, who is going to fold when the growth spurt starts and the pressure is on. You don't need to replace them now unless their failure is a certainty. If your prediction is right, you need to have the replacement in the wings and ready to move in. You won't have time during the growth spurt to put much brain power on the topic.

Key Issues - ​Owner Perspective:

1. Anticipate problem positions.
2. Create future organizational chart.
3. Determine future talent missing.
4. Replacement or hiring schedule.

What You Need to Know

• ​Top Grade Current Supervisory and Management Levels - identify the Bottom 10%;
• Is it a Job Fit problem or are they wrong people for the organization - can you move them to a better position;
• Do you have the time and budget to pursue a replacement;
• What positions does this open and what are the Eligibility & Suitability Requirements for each;
• If you achieve Hockey Stick Growth and get the company to its full potential - what expertise or management is missing.

What You Need to Do​

1. On the existing or "AS IS" organizational chart, indicate which current positions are consider risks during the upcoming period of rapid growth?
2. Create a "TO BE" organizational chart for when you reach full potential.
3. Determine who(m) in the company you will promote into the new positions.
4. Determine who(m) you will promote to replace them.
5. Which positions current positions have the wrong people?
6. Given the new organizational chart and your promotions, what expertise or management experience are you missing?
7. When during the Growth Stage IV should you bring them on?

Shows

• Previous: EPISODE E4.002 SELL SOON OR REINVENT - THE CAPACITY AND SALES PLAN FOR HOCKEY STICK GROWTH
• Next: EPISODE E4.004 Focus on Monopolizing Targeted Niches