Resources to run a better business.

Who owns the financial health of your business?‍If you have a well-developed org chart, the answer might seem obvious: the CFO (or whoever runs the finance function).‍But 90% of the time, you’d be wrong.‍In most businesses up to $50M in annual revenue, the CEO owns the financial health of the company.

Do you have a business family? I come from a flesh-and-blood family with a long tradition of entrepreneurship. For me, business and family have been one and the same almost my entire life. But whether or not entrepreneurship was part of your birthright, you need a business family. Every business owner does.

When you are too focused on making sure everyone on your team is okay, you aren’t focused on making the best possible decisions for the business. And at the end of the day, if there is no business, there are no people for you to take care of.

If you’ve been in business for a while, you already know that progress isn’t linear. It’s more like a series of stepping stones. There are times when growth feels relatively easy—there are still challenges, but they aren’t insurmountable.

Have you heard?‍ This year’s Inc. 5000 list is out, and we have a whole new crop of “fastest-growing privately held companies in the U.S.” to celebrate. ‍We know that all of our clients are amazing, but today, we are proud to highlight 6 of our clients who have secured a spot on the 2022 Inc. 5000 list.‍ Please join me in congratulating these teams on their success.

Crews & co. (formerly Crews Consulting Group) has landed on the 2022 Inc. 5000 list of fastest-growing companies in the US! This is our firm’s first year on the list, and it’s a big achievement for our organization.

First, the news. There have been some big changes happening behind the scenes here. And in a few short days, there will be no more Crews Consulting Group. That’s because we’ll be officially doing business under our new name. Crews Consulting Group is becoming Crews & co.

When your team sets goals for your company, how often do you achieve them? If you rarely follow through on what you say you’re going to do, you’ve got operational issues (and maybe also people, strategy, or finance issues to boot). But believe it or not, past a certain point: higher achievement isn’t always better.

In my last post on the role of a CEO, we talked about how the head of a company can best use their time. But what about the CEO or business owner who finds themselves drifting out of their designated area on the org chart and into their team’s domain? Call it drifting. Or meddling. Or smothering. Or micromanaging. There *might* be a good reason for it in the short term, but long term, it’s always a problem.