ep36 What got us here Wont get us where we need to go next

What got us here, won’t get us where we are going next.

 

The guys discuss the business philosophy that "What got us here won't necessarily get us there." The conversation focuses on the evolution of a growing business, emphasizing the need for change in leadership, systems, processes, and people to reach the next level of success. Both CEOs share personal examples. Ultimately, they conclude that bold, sometimes unpopular decisions are necessary for a company to scale effectively.

This discussion centers on a fundamental challenge faced by every growing business: the skills, strategies, and systems that fuel initial success are often insufficient to propel the company to its next stage of growth. The core maxim of the conversation is a powerful reminder that evolution is not optional.  "What got us here won't necessarily get you there." 

 

This concept applies to every facet of a business, forcing leaders to constantly re-evaluate their leadership style, their team's capabilities, the operational systems they rely on, and the very processes that define their workflow.

 

1. The Ultimate Test: Evolving Leadership

 

2. Building the Right Team for the Right Time

The principle that past performance doesn't guarantee future success applies to every member of the team. As a company evolves, the required skill sets for key roles change dramatically. 

 

3.. Upgrading the Engine: Adapting Systems and Processes

Beyond personnel, a company's growth is dependent on the evolution of its internal infrastructure. The software, systems, and core processes that work for a small startup will inevitably buckle under the weight of a larger, more complex organization.

Key areas of system and process change discussed include:

• Operational Systems: 

• Proactive Technological Adoption: 

• Mindset Shifts: 

 

4. The Leader's Playbook for Driving Change

Successfully navigating these transitions requires a specific set of actions from leadership. It involves recognizing the triggers for change, communicating the vision clearly, and making bold, sometimes unpopular, decisions.

 

Regardless of the trigger, clear communication is non-negotiable. A CEO must articulate when the company is at an "inflection point" (11:36). This helps employees understand the reasoning behind disruptive changes, reducing confusion and fostering buy-in for the new direction.

 

While making these decisions is one of the hardest parts of leadership, they are often the catalyst for the company's greatest breakthroughs.

 

5. The Positive Outcomes of Necessary Disruption

While these evolutions are challenging, they are a prerequisite for growth and often lead to unexpectedly positive results. The disruption caused by changing people, processes, or systems creates new opportunities for the entire organization.

 

The key positive outcomes of embracing necessary change include:

• Unlocking Hidden Talent: 

• Enabling a Major Leap: 

• Creating Space for Growth: 

 

The final takeaway for aspiring leaders is a clear and direct message: to elevate your company, you will inevitably face situations where the right decisions are not the most popular ones, but they are essential for reaching the next level.