The autopilot can be an aviator’s best friend. It’s precise, alleviates workload, and provides good peace of mind. All positive factors, but if the pilot isn’t careful, it could lead to big trouble!

Recently, one of my clients started using EOS® after he bought a business from his dad. After the purchase was completed and the money deposited in the bank accounts, his dad left to retire in a warm climate. But it wasn’t long before he returned, figuratively flying in the window of the business, dumping on everything, then flying out again. My client called it “Seagull Management.”

I’ve noticed a pattern recently. In meeting with several leadership teams for the first time, I always ask the questions, “What do you want from your business? What’s your big goal?” And lately I’ve heard the same answer from business owners at three different businesses: "I want a business that can run itself. I want to be on vacation for a month and have no one notice!"

But how can you build a business that runs itself when your company has hit the ceiling?

How well do you swim? By “swim,” I actually mean “network.”

When business leaders network to meet new clients, they have a tendency to spend a lot of time and effort on it. In the end, many of them wonder what results they're getting from all the effort. Unless you focus on target market networking, you won’t get the results you're hoping for.

Hiring is often cited as one of the most challenging parts of growing a business. When it comes to building your business dream team, right people-right seat decisions are rarely black and white. 

For example: when a new position is created, it’s quite common to have a "right person" on your existing team. This person shares your core values and really wants the opportunity, but falls short on getting it or having the capacity to deliver what the position requires. The question becomes: should you invest time and resources to develop that person or fill the position with someone outside your team? 

Isn’t the answer obvious?