Tired of feeling like the *sshole boss?

I know you are always not the best version of yourself at work.

You get tired of people bringing you problems without solutions.

You’re frustrated when client A comes to you yet again with a question that one of your team members should have dealt with, but hasn’t.

Or you struggle when work product comes to you at the last minute and you don’t have enough time to review/prep before a client mtg.

I see you. I am also not perfect.

And - as females - there is extra guilt associated with not being the nice boss because there is a presumption that you’ll always be suuuuuper accommodating and understanding of everyone’s requests.

So a crucial part of your first few weeks in the 7-Fig CEO will be my team and I gaining an understanding of your current org chart.

Why?

Well, the reason your team might think you are a bit of an *sshole is because your org structure might be this on paper

But, in actuality, it’s functioning more like this:

Or this:

(Note the close resemblance to an actual *sshole lollll)

*All images from “The Growth Paradox” by Jacky Fischer

So, yes, you may have days where you’re just grumpy and off, but my guess is that the problem is actually much deeper.

You have too many team members and clients coming directly to you with problems, quick questions, meeting requests, etc.

And what happens when you’re a grumpy boss?

Well, it’s actually a lot worse than people just seeing you as an *sshole..

Ultimately, you become the bottleneck aka the thing stopping your biz from growing,

Why?

Because your approval or knowledge is required for literally all functions, decisions and processes in your biz.

It’s literally impossible for you to grow or scale when you have 26 direct reports - you just can’t grow a biz when you are constantly solving operational probs.

Need more proof? Here’s what big data tells us:

Harvard Business Review says a CEO’s “average span of control” measured by number of direct reports has doubled from 5 in the 1980s to 10 in 2000s (source: https://hbr.org/2012/04/how-many-direct-reports ). New CEOs sometimes have north of 15 reports until they find their footing and can reduce their direct span of control to 10ish DRs.

Now, you might have 20 people who all kinda/sorta/sometimes bring you questions or ideas or meeting requests. It happens. I don’t expect you to go from this:

to this:

overnight.

TBF, it typically takes months for us to complete the transition from “before to after” org chart for our 7-Fig CEO clients mostly because there’s hiring, firing, and promotions involved.

But I would encourage you to pause and consider drawing your own current org chart this week.

And just notice... are you anywhere close to 5 - 10 direct reports? Is there some reorg / refinement of the structure that could happen in conjunction with your fall strat planning this year?

Getting your org chart right so you remove all bottlenecks blocking your biz’s revenue growth is something my team and I love to do within the 7-Fig CEO.

And I’ll be honest that most biz owners get this part wrong because they are too “in” their biz and need someone from the outside to help them figure things out.

Let me be that person - I’d love to help you take the first steps towards scaling your organization sans *sshole boss.