Once you've completed all the hard work from business startup through to the point where you start building a team, or you have an established team after several years in business, structure becomes very important.
The right structure will help you grow the business further, manage a growing team more effectively, and enable you as the CEO to become less operational and more strategic.
The following are the considerations suggested by Ateeya Manzoor when building a more solid structure for your business:
1. Role of the CEO/Owner of the company
This sounds obvious, but when you're in the thick of day to day operations and trying to keep everything running and on track, few business owners stop and assess their own role.
When you start building a team or you have an established team, your own role has to change as you bring in more people. You need to become the CEO rather than fill the role that many do of general manager involved in everything.
You need to shift your focus to more strategic matters like funding for expansion, assessment of growth opportunities, and building a strong team that can gradually take over your operational role.
Don't make the mistake of trying to build a team without shifting your own role to how you can best add real value to your company.
When you get to point 3, it will be clear if you need to change your own role.
2. Legal Ownership
Just assuming that you have a limited liability legal entity for your business structure, and have the right legal and financial structure in place to protect your business and personal assets
The other form of legal ownership is equity, usually when the owner of the company wants to 'lock in' good employees or reward those who perform well.
Once you give employee equity in your company, you set a precedent for others to follow. How much share of your business are you prepared to give others; on what basis will they earn it or buy in; what structure will you set up for shareholder voting rights; do all equity holders have the same weighted shareholding, and so on.
And finally, what happens when you have a falling out with one of those employees, and you can't shake them off because they are an equity holder in your business. It happens.
You may consider two other options: reward good performance with a bonus system or bonus incentives. The other option to reward those who have contributed to the growth and success of your business by offering to sell your company to them when you're ready to walk away
And remember, not everyone wants to have equity in your business, and too many people don't understand that equity comes with responsibilities and legal duties. Think twice about this strategy.
3. Your Organisation Chart
Often people don't bother with this as it's 'too formal' or 'too structured', but an organisation chart is a test of how well you've set up the structure of your business.
If you draw up your map of the organisation and you have boxes/roles with gaps and no-one to fill them, or you have others (usually the business owner) in more than one box, then your structure is not set up for future growth.
The key people, who report directly to the CEO or business owner, need to be able to take responsibility for their area, without having to defer to the CEO on the majority of decisions or problems.
If you have the team in place and you find they still have to go to you for advice on a regular basis, you need to factor in some more experienced and capable people into your structure.
Ateeya Manzoor is a Skilled Strategic and Risk Manager associated with Mayfair Management Group with over 20 years of experience. Through her 20+ year career spanning Bay Street and Main Street, she has worked on projects in the technology, legal, hospitality, property development, engineering, oil and gas and professional development industries.
Her talent is to anchor in businesses requiring structure or a fresh perspective. Clients value her vision and unrelenting commitment to delivering tangible results.
For more details, please visit here: https://ateeyamanzoor.jimdo.com/