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\n\t\tOpinions expressed by Entrepreneur contributors are their own.\t<\/p>\n
All business owners want to hear that their business is growing, but fewer are ready<\/a> for what growth actually feels like on the inside. Chiefly, growth is the gap between how a company runs at 10 people and how it needs to run at 50. <\/p>\n I\u2019ve spent years helping companies handle the moment when calls and inquiries start outpacing the team\u2019s ability to answer them, and the pattern is always the same: Growth exposes weaknesses that weren\u2019t evident when things were smaller.<\/p>\n None of this means growth should be deliberately avoided or slowed down. Instead, it means the businesses that handle the middle stretch well are the ones that plan for the hurdles before they hit, not after. Here are five of the most common challenges<\/a> and what to do about each of them.<\/p>\n A recent Small Business Credit Survey<\/a> carried out by the Federal Reserve shows that once businesses have acquired customers and increased their sales, the most frequently cited operational difficulty among firms is hiring or keeping qualified staff. That tracks with what I see constantly: A business lands a wave of new customers, then spends months trying to hire enough people to properly serve them.<\/p>\n Part of the problem is that you can\u2019t always hire as quickly as your business grows. A Robert Half survey<\/a> found 76% of small business leaders feel confident about hiring this year, 47% say finding skilled workers has gotten harder, and 56% report real skills gaps on their teams. <\/p>\n Growth doesn\u2019t have to wait until those positions have been filled. Before deciding to make a full set of new permanent hires, identify which functions can be handled by contract, part-time or outsourced<\/a> assistance. This way, you gain the necessary capacity while recruiting, without compromising your operational excellence in the process.<\/p>\n The front line is the first to feel the effects. Calls ring longer, emails sit unanswered for days, and the small touches that used to make clients feel seen and cared for begin to disappear. The U.S. Chamber of Commerce\u2019s Small Business Index<\/a> showed that the number of talent-attraction problems reported by small businesses had more than doubled year-over-year, rising from 6% to 14%. As teams face greater pressure to find the people they need, it becomes harder to maintain the same level of responsiveness as demand grows. This is exactly the kind of staffing lag that shows up first in response times.<\/p>\n A full-time employee isn\u2019t the solution in every case. Instead, you can arrange coverage that adjusts to demand so a busy week doesn\u2019t result in slower responses. This might involve cross-training<\/a> your existing staff, adding part-time shifts during busy periods or using an answering service like AnswerConnect<\/a> to provide additional call coverage when your team can\u2019t answer. The aim is straightforward: As your business gets busier, your customers should not notice.<\/p>\n Growth costs money before it makes money, and that timing gap is where businesses can get squeezed. According to the same Federal Reserve survey<\/a>, 77% of companies said that the costs of goods, services or wages had increased, and of those firms that applied for financing in order to finance an expansion, only 42% obtained the full amount they had asked for.<\/p>\n That makes a good case for entering into commitments later rather than locking them in at an early stage. During the growth phase, until the new business starts generating revenue, it is better to prefer flexible costs over fixed ones. For example, taking on leased equipment<\/a> rather than buying it, choosing contract support instead of having a permanent workforce and going with month-to-month agreements with vendors rather than signing multiyear contracts.<\/p>\n \u200b\u200bThe spreadsheet used to monitor five clients stops working properly at 50. The group chat, responsible for scheduling three employees, becomes chaotic by 30. Most leaders don\u2019t notice these systems are broken until something slips through the cracks: a missed callback<\/a>, a duplicate order or a customer who has to repeat their problem to three different people.<\/p>\n Each time there is a significant increase in headcount or customer volume, build a habit of asking which tools and processes were designed for a smaller version of the company, and make the necessary corrections before they lead to a customer-facing failure.<\/p>\n The final growing pain is usually the most subtle. Culture<\/a> that felt automatic when everyone sat in the same room has to be spelled out once a team spreads across shifts, locations or time zones. New hires need to hear, explicitly, how the company cares for customers and each other, because they can\u2019t absorb it by osmosis the way early employees did.<\/p>\n Put those standards in writing instead of leaving new hires to guess at them, and revisit the list by checking to ensure each touchpoint reflects the intended culture every time you carry out a hiring round. Otherwise, the version of the company that your employees and customers loved in the early days will gradually vanish somewhere around employee number 40. <\/p>\n Success<\/a> creates its own set of challenges. More customers, more demand and more growth can put pressure on every part of a business.\u00a0The pressure doesn\u2019t mean that something is wrong; often, it shows that the business is functioning properly. The challenge is making sure your customers and employees don\u2019t have to face the pressure that comes with that success.<\/p>\n The leaders who end up in a good position are those who deliberately adjust their staffing, their cash flow<\/a> and their systems before they reach a breaking point \u2014 rather than merely responding to problems after customers have already noticed them.<\/p>\n Growth will always create pressure. The goal is to build a business that can handle more<\/a> without becoming less of what made it great in the first place.<\/p>\n<\/p><\/div>\n All business owners want to hear that their business is growing, but fewer are ready<\/a> for what growth actually feels like on the inside. Chiefly, growth is the gap between how a company runs at 10 people and how it needs to run at 50. <\/p>\n I\u2019ve spent years helping companies handle the moment when calls and inquiries start outpacing the team\u2019s ability to answer them, and the pattern is always the same: Growth exposes weaknesses that weren\u2019t evident when things were smaller.<\/p>\n None of this means growth should be deliberately avoided or slowed down. Instead, it means the businesses that handle the middle stretch well are the ones that plan for the hurdles before they hit, not after. Here are five of the most common challenges<\/a> and what to do about each of them.<\/p>\n<\/p><\/div>\n1. Hiring can\u2019t keep pace with demand<\/h2>\n
2. Customer response times start to slip<\/h2>\n
3. Cash gets tied up before growth pays off<\/h2>\n
4. Systems that once worked start to break<\/h2>\n
5. Culture stretches thinner with every new hire<\/h2>\n
Scale without losing what made you successful<\/h2>\n
Key Takeaways<\/h2>\n
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