Growth stretches people, cash and systems all at once. Why twelve priorities is no priorities, and how to pick the few moves that matter in the right order.
By Patrick Artese, Founder, Arthouse Advisory
The short answer: pick fewer priorities and do them in the right order. Growth stretches people, cash and systems at the same time, so trying to fix everything at once usually makes it worse. Choose the two or three moves that matter most, check that cash and capacity can carry them, give each one an owner, and review monthly.
Twelve priorities is no priorities
When a business grows, everything looks urgent: new customers, new hires, new systems, a new site. Spreading attention across all of it means nothing gets finished. The owners who handle growth well usually aren't doing more. They're choosing better.
Five checks before you take on more
1. Cash. Can the business carry the gap between spending and getting paid on the extra work? See Why is cash tight when the business is growing?
2. Capacity. Which person, machine or step becomes the bottleneck first?
3. Margin. Is the new work as profitable as the old, once all the effort is counted?
4. Decisions. Who will make the calls the new work needs, and will they all land on your desk?
5. Systems. What will break first at the new volume?
Pick the first move
List everything that feels urgent. For each item, ask what it would unlock and what it would cost to get wrong. Pick two or three, give each one owner and a date, and leave the rest on the list. You haven't dropped them. You've put them in order.
Review monthly, not yearly
Growth plans age quickly. A short monthly look at the few numbers that matter (cash, margin, capacity and pipeline) lets you change course before small problems become big ones.
Frequently asked questions
What are the risks of growing too fast?
Running short of cash, stretching people and systems past what they can handle, and taking on lower-margin work that looks good in the sales figures but not in the bank.
How many priorities should a growing business have?
Fewer than feels comfortable. Two or three active priorities, each with one owner and a date, usually get more done than a long list.
How do I know if my business is ready to grow?
Check whether cash, capacity, margin, decision-making and systems can carry the extra work. The first one that can't is your first job.
Where to go next
Read When the business outgrows the way it's run, or see how we help with growth strategy. Start with the free Self-check or talk to Patrick.
About the author: Patrick Artese is the founder of Arthouse Advisory, a business adviser with 15+ years of experience across 10+ industries. Read Patrick's story
