Sometimes a business doesn’t need fixing. It needs rethinking. I’ve seen it in my own companies. I’ve seen it with clients. Growth stalls, not because something’s broken, but because the business can’t adapt quickly enough to seize the next opportunity.
In the early days of building a business, most of us don’t need formal help, we’re too busy doing everything ourselves. But as growth kicks in, so does complexity. And that’s when founders can hit a wall.
By building sustainability into job descriptions, development plans, and even career pathways, you are embedding sustainability into the core of your business without having to make additional effort or assign a specific role.
One of the biggest shifts I’ve made across my companies is building space for deliberately “stupid” ideas, the kind that make sensible people roll their eyes… and sometimes change the whole direction of the business.
The business life cycle is real. It doesn’t wait for comfort, it doesn’t slow down for capability gaps, it keeps evolving. The job of the founder, its directors and leaders is to notice what the business needs next
There is no perfect moment to let go, but there is a right one. It’s the moment when you realise your business needs more than you can personally give it, and that’s not weakness, that’s leadership.
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