About advisories
Practical advisories for common founder and operator challenges, built with clear actions you can apply immediately.
Showing 7 articles.
There is more than one way to deal with underperformance — and which approach is right depends almost entirely on why the person is underperforming. Most founders skip the diagnosis and go straight to an intervention. This Advisory explains how to get the diagnosis right, what each intervention option actually involves, and how to avoid the most common and expensive mistake founders make in this situation.
You already know you need to have this conversation. The fact that you haven't had it yet does not make you a bad manager — almost everyone delays it, and the reasons are understandable. This Advisory explains why the delay is costing you more than you think, how to prepare properly, and what actually makes the conversation go well. Read it, then go have the conversation this week.
Everyone tells you that keeping your best people is one of the most important things you can do. That's true. The part that doesn't get discussed is what happens when you optimise for keeping people without distinguishing which people — and what that eventually does to your team and your business.
The behaviours that got your business to where it is are not the same behaviours that will take it further. Most founders know this in the abstract. What is harder — and what this Advisory addresses — is recognising when the transition is already overdue, what specifically needs to change, and why the hardest part of the whole thing is not redesigning the organisation but changing how you personally operate within it.
The first two weeks after a key person leaves are the most important. What you do — and do not do — in that window determines how much of the damage is recoverable. This Advisory explains what to prioritise immediately, what the departure has revealed about how your business holds knowledge, and how to make sure the same vulnerability does not rebuild itself quietly over time.
Every growing business faces a version of this question regularly: do we hire for this, bring in an agency or consultant, or invest in developing the capability ourselves? The decision is usually made reactively — whoever is closest to the problem makes the call that feels most urgent. This Advisory gives you a durable framework for making it well, across different types of capability and different stages of the business.
If you are the person who closes most of your business, you already know this is a problem. Every deal requires your involvement. Every conversation where you hand off to someone else produces a worse outcome. The business cannot grow beyond your personal capacity to sell — and your personal capacity is already fully committed. This Advisory explains how to fix that, in the right order.
No spam.
You're on the list. We'll be in touch before launch.
No spam.
You're on the list. We'll be in touch before launch.
No spam.
You're on the list. We'll be in touch before launch.