Thread by @tsludwig

In a small business there is always more work than there are people to do it, especially if the company is growing.

Firms that figure out how to maximize the output and leverage they get from every function move faster, learn more quickly, and tend to be more resilient

Two broadly applicable actions we've taken at my companies recently to create this leverage are:

1) Creating awareness and understanding of low/no-code tools like @zapier and @airtable and then creating simple implementations to automate workflows (recruiting was where we began)

2) Hiring a Chief of Staff/Director of Special Projects to support and augment the reach of our CEOs. I dislike the CoS title, but the role is important and adding the capability has been a force multiplier.

CEOs and other senior team members always have important, but...

...not urgent tasks and projects on their to-do list that go unstarted or remain unfinished. This utility player role can move those forward to completion as well as, over time, carve out their own areas of impact that are strategic to the company and outside of daily operations.

As a leader, recognizing that your performance is ultimately measured by the output of your team and their progress against company goals rather than your individual efforts creates a compelling case for making these leverage-enhancing investments.

/end