Setting The Stage For Small Business Growth: The Why, How, And What

By David Bloom, Sterling

Starting a software company takes vision and drive. Managing it long-term takes organization, focus, and teamwork. But none of us are born with a switch to turn on the new skills, and there is no flashing light telling us exactly what to do and when. The best we can do is recognize how our business is maturing and scaling, then adapt.

At the beginning stages of any company, the founder probably empties the trash and closes the deals. Founder’s vision and drive are what separate the new company from failure. But while you can scale your supply chain and scale your engineering team, there is absolutely no way to scale yourself. If you stay involved in every decision you will quickly become the bottleneck.

When I was CEO of my startup, I came to the counterintuitive conclusion that by doing less, I achieved more. I asked three questions to make sure the company only worked on critical activities and that as much of that work as possible was given to the team member best able to handle that task:

• Why you’re working?
• How you’re working?
• What you’re working on?

First, the why. You created this product to provide a solution to a problem. No matter what decisions get thrown your way, let this stay put in your vision as your guiding light. You're providing a service or selling an outcome — know what you want to achieve, then figure out how to achieve it. Discipline! Feature and service creep might make one client happy today but complexity breeds confusion, mistakes, and exhaustion. If the idea doesn’t connect back to the why for everyone, that is a red flag.

Focusing on your purpose will deliver benefits far beyond sales and resonates throughout every level of your org chart. Amy Wrzesniewski, a Yale professor and expert on organizational behavior, studied the impact purpose had on hospital maintenance workers. In talking to janitors, she noticed two recurring types of perspective on the job. Some described the job as cleaning, simply reciting the basics of their job descriptions. Others, she noticed, reframed their work with a greater purpose, like connecting with patients during their recovery and devoting time to compassion. Wrzesniewski defines this sense of purpose as “job crafting” and now focuses her research on the motivational power of connecting work to purpose. Whatever your work, remember the “why.”

Second, the how. No matter what you do, do it simply. The temptation of any growing business is to add more, make more, or expand more. It’s possible to push your boundaries without adding stress for your team. Focus on your strengths. Remove unnecessary obstacles. It's so easy to complicate or embellish, but learn to question even (or especially!) the aspects you consider “core” or unchangeable. Can they be simplified; can they be omitted?

When someone just won’t let up in the name of simplicity, I ask about the Ten Commandments. I say, “How many Commandments are there?” They always say “ten.” Then I follow up with “Name them.” Nearly every time I get three, sometimes four … never all ten. When it comes to creating company values or adding features, resist long lists. They’re hard to remember and harder to deliver. Remember, are you personally more likely to buy something that delivers five features badly or one outstanding feature?

Third, the what. Think about the past week — how have you been spending your time? As CEO, what you’re working on is as important as what you’re not working on. Work on your business, not just in your business.

As the person in charge, it’s tempting to want involvement in every decision. That’s likely how you built your business and it may feel uncomfortable to pull yourself out of any given detail. With the growth of your company comes a deluge of decisions to be made — at a certain point, it’s in your best interest to delegate. The time you spend on administrative tasks or small matters is time you’re not thinking big-picture or bolstering strategy. You have many employees to take care of certain jobs — but you’re the only CEO who can accomplish certain others.

Small business growth happens at the hands of a small team, but the impact can be grand. Keeping an eye on the why, how, and what of your work ensures that your company is ready for growth when it happens.

About The Author

David Bloom is General Manager of the Small and Medium-Sized Businesses Group at Sterling, the global leader in employment background screening solutions. His team recently launched the self-service SterlingNOW. David was included in Entrepreneur Magazine's Brilliant 100 and on Business Insider’s list of 100 most interesting people in the NYC tech scene. David holds a BA degree from Bates College and an MBA from Cornell University.