Most owners built something that now cannot run without them. That is not a compliment to their work — it is the ceiling on it. This programme is about building a company that is yours, rather than one that ends up owning you, your time and your plans.
Almost every manager in a small or medium company got there the same way: they were excellent at the work, so they were put in charge of people doing the work. Those are two different jobs, and the second one is rarely taught to anybody.
So they keep doing the first job, because it is the one they are good at, and manage in the gaps. The team gets a manager who is busy, unavailable and doing their subordinates’ work — and everybody concludes the promotion was a mistake, when the mistake was promoting someone and then not teaching them the new job.
The mechanics: how to give an instruction that gets carried out, how to hold someone to a result without becoming the person who checks everything, and how to have the conversation you have been postponing for four months.
Building the layer above: managers who manage managers, decisions delegated with their consequences attached, and a company that keeps its standard when the owner is not in the building.
No case studies about airlines. The exercise is your team, your numbers, and the person on your team you already know is the problem.
Recognition in front of the team energises one person and mortifies another. Autonomy is a reward for one and abandonment for the next. A manager who runs everyone the way they themselves would like to be run gets a third of the team performing and calls the rest weak.
That is why this course sits on top of I-Profile: the manager leaves knowing what each person on their team actually needs, by name.
Usually the best technician on the team. Ninety minutes to see what that is costing.
