Tips To Consider When Adjusting Team Goals As Your Business Grows


Lilit Davtyan is the CEO of Phonexa, an all-in-one marketing solution for calls, leads, clicks, email, SMS, accounting and more.

As a business grows and expands its reach, companies have to adapt by establishing new goals that drive further expansion. But how will these new goals and initiatives affect your team going forward? What adjustments have to be made as a company steers toward new growth areas?

As CEO of Phonexa, I am responsible for leading our company into new growth areas. From my experience, there are two phases when brainstorming ways to grow a business.

The first is to identify new potential opportunities for growth. The second is to adjust your company’s goals in order to effectively grow your business. The following are just a few suggestions to consider when adjusting team goals as your business grows.

Make adjustments at all levels.

The first step is to acknowledge that multiple adjustments have to be made. In regards to a small company, for example, adjustments will have to be made on a per-team level.

Departments within smaller companies tend to operate with one person filling multiple roles. As the company grows, however, those roles have to be segregated between senior management, lower-level managers and team members.

This process can take some time to implement because most team members who are accustomed to wearing multiple hats have difficulty letting go of certain tasks and responsibilities. As a result, such team members have to be trained on how to delegate in a way where they are also training lower-ranking colleagues in an effort to deter overlap. Doing so will allow future new hires to come in with specific job functions since no one wants to come into a company with widespread job overlap due to undefined roles.

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These adjustments have to be addressed on both a per-team level and company level in order to avoid growing pains and confusion amongst current and incoming team members. For instance, team members who get promoted from a staff-level role to a management role often have a hard time taking on the new role because they believe it’s easier for them to do certain tasks than it is to train someone else to do them. Although I agree with the concept that it’s easier for someone to complete tasks they are familiar with based on experience, that mindset eventually becomes a complication because it’s unfair for new and fellow employees not to be taught how to complete certain tasks or fill certain roles.

Collaborate, work cohesively and acknowledge your team’s efforts.

In addition to delegation and job training, an emphasis has to be placed on collaboration. Every new goal consists of multiple functions, so tasking different team members with ownership of specific roles for that one goal can help create a cohesive team dynamic.

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For example, if the goal is to complete a project in a six-month period, split that project into multiple parts where every team member owns a specific task but has to collaborate in order to complete the project. When the goal is accomplished, it’s the CEO’s responsibility to recognize every team member who was involved in completing the project. Even if a project was spearheaded by the CEO or another C-suite executive, the credit for completing the project belongs to the team members who collaborated and contributed to accomplishing this goal.

Collaborative efforts are key when steering a company into the next stage of growth. Work cohesively, acknowledge your team’s efforts and give credit where credit is due.

Keep daily operations on task as new goals are identified.

As a company grows, daily operations have to grow as well. If a company is small and has one person handling all of the marketing or accounting, that’s fine. But as the company grows and these tasks become more demanding, you have to decide if it’s easier to outsource that job or hire more employees.

You also have to consider if you have the budget or enough work to justify bringing on new employees because you don’t want to increase payroll and overhead costs without just cause. Although daily tasks will need to be adjusted, it’s a matter of deciding where to use your resources—internally or externally—to streamline operations.

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A final piece of advice for new CEOs guiding growth initiatives while maintaining or improving the current level of output is to retain the company culture as much as possible. When a new CEO transitions into the role of an established company, the culture typically changes.

You have two choices for how to move forward—you can either change the company culture if need be, or you can show your staff that you will retain the culture they are already comfortable with.

Keep in mind that the culture will change in some ways, but you have the option to improve it or maintain it if it’s effective. A strong culture can have a positive impact on your team and its operations while also deterring bottlenecks that may stifle your growth and expansion efforts.

By adjusting team goals as your business expands, you can maintain a productive team and ensure business growth with minimal interruptions.


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