• Where's your leadership system breaking?

    About two minutes, and you'll leave with a name for what's been slowing you down. No email needed to see your result. – Matt

  • Where's your leadership system stuck?

    About two minutes, and you'll leave with a name for what's been slowing you down. No email needed to see your result. – Matt
  • First, who's answering?*
  • Let's start with the gut check. Which one is loudest right now?*
  • About four in ten people who take this pick this one. Gallup studied 143 fast-growing founders. Only one in four had a strong talent for delegating, and those who did generated 33% more revenue. So this is almost never a people problem. It's a design problem, which is good news, because design can be changed. The catch: the person who redesigns it is usually the one it runs through.
  • About four in ten people who take this land on this pattern. Gallup studied 143 fast-growing founders. Only one in four had a strong talent for delegating, and those who did generated 33% more revenue. So this is almost never a people problem. It's a design problem, and design can be changed. The catch: the person who has to change it is the founder, so your part is to make the case, not to redesign it for them.
  • When you look at why the business still depends on you, what feels most true?
  • When you look at why the business still depends on the founder, what feels most true?
  • Growing fast is a good problem, and it's still a problem. In one Harvard Business Review study, only half of middle managers could name even one of their company's top five priorities. Let's find where it's pinching.
  • Where does the friction of growth show up most clearly right now?
  • Culture rarely breaks all at once. It drifts, and the people closest to the work notice first. MIT Sloan research found a toxic culture is ten times more powerful than pay in predicting how many people leave.
  • What's the clearest signal that your culture is starting to drift?
  • Big goals and a stalling engine usually mean friction in the system, not a lack of effort. Harvard Business Review research found that two-thirds to three-quarters of large organizations struggle to execute their strategy.
  • When momentum fades, what do you notice first?
  • A new seat changes what's asked of you, often before anyone says so out loud. McKinsey reports that 27 to 46 percent of executive transitions are judged failures or disappointments two years in.
  • What feels most uncertain as you grow into the role?
  • Thanks. When things start to go off track, what's your instinctive move?
  • Halfway there. Your answers already point to one pattern. Two more and I'll show you what it is, why it keeps coming back, and where I'd start.
  • What kind of help would make the biggest difference right now?
  • Last one. Six months from now, what would make you say: that was worth it?
  • You told me you're answering about your founder, not yourself. Everything below describes a system, not a person, so it's written to be forwarded.
  • Ready to talk it through?
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