Has Your Success Created Friction and Frustration?
If so, I might be able to help you. My clients sell products and services to other businesses. Their industries include technology, education, research, distribution, agriculture, healthcare, and many others. My clients are typically established and successful yet frustrated by problems they can’t solve. Problems that damage morale, alienate prospects, and frustrate clients.
Do any of these growing pains sound familiar?
- Staff and departments showing signs of conflict.
When IT complains HR isn’t finding staff, HR complains IT isn’t providing the information they need to find good, qualified people. When sales says production isn’t meeting delivery commitments, production complains sales keeps changing orders. Communications shut down, morale takes a dive, departments stop working together and customers start to complain.
- You most important projects aren’t hitting their milestones.
Smart people and great ideas have energized your team and they’re working hard to make them a reality. As time passes, milestones slip, deliverables don’t get delivered, and unanticipated problems start popping up. While your team seems to have a handle on things, expenses are consistently over budget. You’re running out of resources and worried about what will happen if they don’t get back on track soon.
- Too many demanding, disruptive customers.
Your team wants to take care of everyone, but some of the demands are too great to keep up with. Your best clients begin to feel ignored, staff begins to feel unappreciated, and operations suffer. Invoicing is behind, collections lag, and eventually, employees start complaining about customers. You worry staff might be trying too hard to serve customers that aren’t a good fit for your business.
- Everyone used to know everyone, now people aren’t sure who’s doing what.
Your growth feels great. You’ve implemented policies and procedures to maintain control yet some of your long-time people resist them. With all the new staff, efforts are duplicated and needs fall through the cracks far too often. You can’t keep wasting resources or doubling back to catch up.
- The technology that made you great has become a barrier to growth.
Your clients are asking for things they think should be simple and easy. Every time you ask IT for something they say ‘our systems can’t do that.’ They want time and money to upgrade (or replace), neither of which you can afford. Something’s got to give or you’re going to start losing clients and staff.
Am I the right solution for your issues?
I might not know your business, but I have owned fourteen profitable businesses in eight industries. I’ve seen and solved each of these problems many times. I’ve felt the heat and sat in the seat you’re sitting in today. I know that hole you’re stuck in and can show you the way out – I’ve been there before.
My clients, colleagues, and employees say I’m most successful when working with…
- Mature, confident, seasoned leaders. The leaders I work with struggle to get good feedback from their employees and customers. These leaders are looking for direct, honest input that helps with the problems people are facing.
A recent client said, “Larry is not intimidated by titles… he’s as frank with the higher ups as he is with the team. Managers are standing in line to (work with) him”
- Leaders yearning for greater predictability, stability, and structure. The leadership teams I work with struggle to gain consensus and clarity. Managers have a sense of where they want the business to go and how to get there, but they struggle to find a common vision they can all rally around.
A Board member of a client commented, “I am always amazed at how he performs at our board meetings…doesn’t let go of issues until they are truly resolved or at least there is a common understanding.”
- CEOs who are passionate about their vision and driven to succeed. Profits should not be the reason you’re in business, they should be a byproduct of success. If you’re in business just to make money, I’m not your guy.
A client since 2003 said, “(Larry is) uncommonly good at bringing us to where we want to go but didn’t know how (to get there) and we didn’t have to spend weeks in a conference room.”
- Organizations struggling to adapt to a changing market. Millennials, technology, economic uncertainty, lack of qualified staff – you need to get ahead of the curve if you struggle to keep up with the changes in front of you. To stop reacting and start being proactive you must be willing to embrace and implement change.
One of my most skeptical clients said, “Larry was consistently ahead of his time. (He) has influenced our culture and direction that’s resulted in growth.”
- Leadership that appreciates direct, honest, constructive communication. Sometimes leaders need to hear truth they aren’t ready for. Learning and growing are things every good executive wants. Finding consultants who can deliver on those desires are uncommon.
Another client for over a decade said, “Larry is very valuable to me because of what I realize I don’t know. He is trusted, straightforward and diplomatic at the same time.”
If these examples sound like your leadership team, take a look at how I work with my clients.