Three Roadblocks to Business Growth and Success
A few weeks ago, I wrote about Ted the employee and his “entitlement” attitude at work.
I pointed out that his owner was enabling Ted and all the other employees at the company
because the owner failed to share information that would improve the condition of the
One of the roadblocks for an underperforming company is that it lacks a scoreboard for the
whole team. Without this visual information, updated regularly, everyone except the owner
is in the dark.
The scoreboard states “here’s where we are and here’s where we need to be.” It takes
maybe five seconds to see where the gap is and to identify what needs to happen to close
I can’t imagine a player of any sport not being able to see what the scoreboard is, from any
place on the field or even from the stands.
Is your team playing to win? If so, let it know the score. Otherwise, it will just continue to
scrimmage, with the end result of nothing more than bragging rights.
A second roadblock is the owner’s preoccupation with fixed overhead when the real point of
focus should be on improving gross margin.
I worked for an owner who went around sniffing the air in certain departments, announcing
to all within the sound of his voice, “Smell the overhead around here.” It was not only vulgar
it was never the issue in his company.
What this guy failed to understand is that every penny improvement in gross margin,
whether through increased revenue, reduction of cash discounts or decreasing the cost of
goods sold, would fall right to the bottom line.
Maybe you can’t raise prices, and you can’t reduce cash discounts. But most companies can
reduce cost of goods sold if they put time and attention to it. Doing so requires a change of
I know that finding cheaper ways to deliver a product or a service isn’t the most appealing
thing to do for some owners — it doesn’t give them a rush like landing a new big client. It
isn’t sexy. But it is important. And It is probably easier to do, and it won’t take anywhere
near as long as the sales cycle of landing a new client.
When Bob Crandall was CEO of American Airlines, he was on a quest to improve margins.
By eliminating the three black olives that apparently few people were eating in the salads
served, it is alleged the company saved around $700,000 a year without anyone noticing.
People fly for transportation, not for the olives.
Have you looked at just about any bottle of water lately? The plastic is thinner, the label
is not as tall, and the cap is shorter. These small changes add up to millions of dollars in
savings, and no one notices. People buy a bottle of water for the water, not the packaging.
The third roadblock is the failure to inspect. The old adage of “inspect what you expect”
has gone out the window. Because of their isolation from clients, vendors, and most of all,
employees, owners are often surprised and then angry when they hear something went
wrong in their own company. How is this possible?
Owners make far too many assumptions about the people on the payroll. The first is that
people on the payroll care as much as they do. Second, that those same people understand,
have been trained and execute to high standards of quality service. Third that every
employee follows through.
Eliminating these three roadblocks may not be pretty but are necessary. The good news is
that you can get your employees involved in all of them and it won’t cost a dime. You can
make it interesting and educational. The end result will be a more engaged team, better
margins and improved alignment from top to bottom.