There is a stage in business that many Founders work hard to reach. Sales are growing, the brand is becoming more recognised, the team is expanding and new opportunities keep appearing.
But when the business reaches this stage, the Founder’s challenge begins to change.
What could once be handled personally now requires other people to lead. Conversations that used to happen spontaneously need clearer structures. Decisions that once came directly from the Founder must gradually begin to move through the team.
This was one of the key areas I discussed with Norman Hakim, Founder of Normey, during our recent 1-on-1 session. Alhamdulillah, Normey is experiencing very positive growth momentum. Based on its current performance, the business is on a strong path towards achieving the target set for this year.
However, when a business reaches a different level, the main question is no longer simply, “How do we sell more?”
The more important question is, “Is the business ready to carry a greater level of growth?”
During our session, we focused on three areas that I consistently emphasise: People, Process and Performance.
A Founder cannot remain the source of every answer forever. At some point, our role is no longer to be the busiest person in the company. Our responsibility is to develop people who can think, make decisions and lead alongside us.
I am pleased to see Norman giving greater attention to succession and to developing a team that can grow with the business. This matters because healthy growth is measured not only by rising sales, but also by whether the organisation’s capacity is growing at the same pace.
Founders sometimes assume that work will become easier as sales increase. That is not always the case.
Bigger growth requires a bigger version of the Founder. It requires greater clarity when setting direction, more courage to let go, stronger discipline in building systems and a deeper commitment to developing leaders within the team.
I believe Normey still has a long journey ahead and significant potential waiting to be unlocked. If the current momentum continues and its internal capacity keeps strengthening, this year’s target is realistic and can become another important step towards the company’s next phase of growth.
However, Normey’s next level may not come from its Founder working even harder. It may come when more people within the organisation are ready to think, decide and carry the weight of growth together.For every Founder building a growing business, ask yourself,
“If the business doubled in size tomorrow, who in your team would be ready to lead it with you?”
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