Growth is a good thing, right? Of course it is: it’s why many of us are in business in the first place. As business leaders, we want to see our company achieve its strategic aims, and to see our people grow and develop professionally. At Holborn Assets we’re also aware that growth isn’t always easy to deal with.

Success can impact everything from the individual expectations of your team members to the goals you set the business. It can also directly affect the internal dynamics of your teams, as new people join, experienced people leave for fresh start-up challenges, and your whole organisation suddenly has a lot more work to deal with. So, how should we manage this as leaders?

What does growth really mean to you and your business?

In our experience, it pays to super-specific about what kind of growth you actually want for your business. It is crucial that you ask yourself some key questions around this. Everything from what kind of growth goals you can actually support financially, through to whether you’re expanding too quickly or too slowly, and if you have the right basic systems and processes in place. Get the answers to these questions straight early on, before you become too busy to be able to deal with them properly.

Take your customers with you

Caught up in the thrill of a growing company with a rapidly expanding customer base, it can be easy to commit the cardinal sin of forgetting that your customers are the lifeblood of your business. So, however fast you grow, never stop listening to them. They will give you the early warnings you need when the quality of a system or process has not kept up with the growth of your business. But they will also provide you with the most valuable industry know-how there is out there: feedback on your specific products and services, and advice on how to grow even further.

Get the right team around you

As your business expands, you’re going to become more and more reliant on the team you have working for you. In the beginning, you probably found it (relatively) easy to bind them into a team with a powerful vision of what you could all achieve together one day. You were hands-on, and involved.

Now that day is a little bit closer, it is vital that you keep this vision front and centre in the minds of everyone who works for you. Hiring, firing and promoting from within will be critical to this restructuring of your team, but it is also a question of good communication.

As a leader, you’ll still need to be visible and hands-on – but not a micro manager who can’t trust their team to get on with the important business of helping the venture to succeed. Learning when to let go is a crucial part of allowing your business the room to flourish.