My Coach Says “You’re Guessing, Not Leading”

Implement comprehensive planning and budgeting at the start of each year to forecast cash flow, resource needs (e.g., trucks, operating capital), and potential cash crunches, preventing growth into financial collapse.

Recognize that rapid business growth often strains leadership capacity; invest in developing leadership skills to manage managers effectively, as this often becomes the next bottleneck after liquidity.

Seek coaching proactively for continuous, incremental improvements rather than only in times of crisis; consistent coaching helps avoid mistakes and makes smaller, manageable adjustments over time.

Approach coaching with humility, understanding that valuable insights can come from peers or those 'below' you, as expertise in processes and systems is often more critical than direct operational scale.

When delegating to new managers, understand it's 'more work' initially than doing it yourself; provide structured training and support, differentiating true delegation from simply 'dumping' tasks.

Focus on identifying and pulling the 'largest levers' in your business—the issues that will have the most significant positive impact—rather than getting fixated on small problems that don't move the needle significantly.