Founders can move on to the next level if they're trapped in their current business.  The more they can design businesses to be self-managing, so that the founder/manager isn't reacting to issue all the time, the more free they are to pursue the next, bigger idea. 

CASE STUDIES / PROJECTS

Salesforce.com sales team (1)

Challenge: (Before we added a manager) how can I manage 15 direct reports, and continue making/training 1-2 hires per month?  How do I develop a source of future managers for the team, as its success requires in-depth knowledge of the process and techniques?

Activity: Divide team into 3 sub-teams of 5, and have each sub-team elect a team lead.  The team lead would be responsible for quarterbacking/coaching their team to hit quota, train new members, and maintain high quality standards.

Result:

Much more free time to focus on proactive projects (examples: )

Farm team of management talent

Improved training and coaching

Improved morale and team dynamics (one out of 5 feels tighter than being one of 15)

Co-opetition was fun, having teams vs. teams

Salesforce.com sales team (2)

Challenge: Quality control as the team grew.  How could I review more than 100 new sales opportunities per month to make sure our quality control was consistent and of the highest standards?

Activity:

1) Peer review of opptys

2) Team lead review of opptys

3) Real-time stamping of opptys

Result:

Consistency improved

Quality improved

Month-end closing improved (to hours)

Auditing improved

Rebecca Casteneda/Debbie Landa...small office management

How can you run a small office of 3-4 employees with very little day-to-day supervision? 

What system would enable you to take a month off to travel?

What kinds of goals and culture can you create to eliminate the dependency of needing you to be there constantly?

This only works for owners who aren't controlling or fear-based.