When an organization is in its startup mode the “Tyranny of the Urgent” is fairly understandable given that the organization is desperately trying to accomplish its primary goals. Examples of these goals might include building its programs, services, products, and the team it needs to deliver on its promises. After an organization grows out of this stage and into its next it becomes very problematic to continue to scale the organization if its leadership constantly changes its mind about what is ‘important’ today. This type of helter-skelter leadership places great stress on staff and often leads to a sub-standard set of programs and services.

If this is your present situation you might want to consider slowing the train down in your leadership ranks to focus on the quality of your offerings and put aside growth plans for the moment. This can provide the foundation of building a stronger and deeper maturity of thinking and planning that can improve internal operations as well as external communications and services. Sometimes it simply takes time to arrive at a better quality of service that ultimately will produce an increased quantity in the future.

All Emphasis Equals No Emphasis: One very interesting fact has emerged from our research of second and third-stage organizations. Short, high-energy outreach bursts do not produce a substantial growth curve for the organization. And in some cases, can be a main cause of stalled growth. Unrestrained ideation that is driven by its senior leaders can actually tear apart the organization if it consistently sends mixed messages to its staff about what is truly important.

The solution to finding time to improve the organization’s offerings versus marketing them mostly rests with the senior leader. Yes, staff can make significant quality improvements but to create an organizational culture that places quality above quantity requires its senior leadership to set the tone and path for everyone to follow.