Making the transition from being an entrepreneur-led business to one that operates as an "institution" is not easy. A business that deals with everything that comes their way in a reactive, ad-hoc, team-based manner is not scalable. So, start with clearly defining and communicating a function-based org chart that nicely follows your value-chain.
Few professional offices have to deal with as much information as law firms and remember so many critical things.
Headache-causing. Frustrating. Sluggish. These are some of the terms that go through our heads when trying to decode the complex regulatory requirements of Sarbanes-Oxley (SOX).
Nowadays, we are spending more and more time working at all hours of the day and night. Worst yet, we talk ourselves into believing that things will get better soon.
As the manager of a project or of a special company initiative, have you ever been in the position of realizing that nobody is taking the project seriously?
Why do some of your employees get all tasks done on time and as expected, but others can't seem to have the same success rate, even when those tasks are critical and are designed to avoid, transfer, or reduce risks to the business?
Is it their motivation? Their DNA? Is it compensation? Is it culture?
Escalation is a very powerful tool to make sure things get done at work. However, it should be used carefully and judiciously.