Bill Gallagher examines a young company with $750K in revenue whose CEO set a $20M goal without fixing operations first. The mismatch between vision and reality stressed employees and created chaos instead of growth.
And this was a relatively young company, you know, year and a half, two years in, had some stability, had some, you know, had some structure, but they had a vision that was, we want to be a $20 million company. Well, currently they were at 750,000. And their operations were a nightmare because their operations were all about solving the immediate problem and reactive. But they were feeling this pressure of, we want to be a $20 million company, right? So, like, the. The boss was talking about it all the time. CEO was like, no, we're going to be this, we're going to be this, we're going to be this. And it was putting all this undue stress on the team because the team was like, there's no way. Like, I don't see how we can possibly do this. And so in many ways, you had a misalignment between the story that we were telling ourselves of what we wanted to be and what the actual reality of the organization was. And so, again, when you're looking at the symptoms were stressed out, reactive, disgruntled employees, and really, in this instance, it was because we had misguided vision for what the company could be.
