How can we clarify roles among leadership in a small, but growing, consulting/technology company?
We are a small consulting/technology company (15 employees) and currently have a CEO, COO, CFO and CTO. I'm the COO but my ability to perform the true tasks of a COO is limited because I have my own client work. Am I right in believing that I need to relinquish client duties (not just overseeing delivery of services but actually doing work), or are we still too small? Our CFO is a bit worried about our growing indirect costs.
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The key is to find a model that works for your company, in your industry, and realize that there have to be people working in specific roles being led by one leader--not necessarily by multiple managers.
Consulting businesses thrive on finding individuals who develop great relationships with clients. To find those people, however, you need to be clear on your own organizational structure and in creating a company culture that attracts and retains those individuals.
Developing ownership's roles and goals is a start to creating that culture.
All the best.