Growth crisis in companies: how to overcome it by management?

While strong growth is above all a reflection of a company’s performance and competitiveness, this period can also be particularly difficult to manage. To protect themselves from the repercussions of a poorly controlled peak in activity, the manager plays a central role.

Here are some tips for managing and overcoming a growth crisis through management.

 

What is a growth crisis in a company?

A growth crisis in a company refers to a sudden increase in activity and a very sharp increase in requests and volumes, and this, in a very short time.

This peak in activity, although it is, in the end, is very beneficial for the profitability of the company, often comes with many challenges. The company can indeed cope with a demand that is much greater than its operational capacity and its human, material, logistical or financial resources.

The company will then have to redouble its agility and responsiveness to adapt to the new pace of activity and to satisfy the demands of its customers. However, such an adjustment can cause significant upheavals and generate strong tensions. If poorly managed, this transition period can have a detrimental impact or even threaten the sustainability of the entire company.

 

What are the managerial challenges in times of strong growth?

Any period of strong growth inevitably comes with several managerial challenges. After all, employees suddenly have to deal with a much higher workload and higher demands than usual.

This can, very often, be a source of tension, stress, conflict, or even burnout and disengagement among employees. The manager will therefore have to be very vigilant to preserve the well-being, motivation and support of its teams throughout this increase in activity.

 

How can management overcome a growth crisis?

Here are some examples of essential levers for adapting your management during a period of very strong growth :

Anticipating hypergrowth

First of all, it is necessary to anticipate growth from the first warning signs (increase in leads, prospects, high-potential marketing campaign, etc.). This will allow us to think upstream about the best way to manage this change on a human, managerial and organizational level. For example, the company will be able to adapt processes, change its management style, adopt new tools or methods, anticipate recruitment, etc.

It will also be necessary to put in place, as soon as possible, an effective and calibrated action plan to control hypergrowth, identify emerging problems and deploy preventive solutions.

Creating a strong and challenging vision

In order to encourage employee involvement throughout this period of change, it will also be necessary to help employees become aware of the challenges and benefits of such a transformation.

The manager will have to ensure that this strong, engaging and meaningful vision is transmitted on a daily basis, in order to mobilize all employees.

Adopt a management style that promotes engagement

During hypergrowth in a company, the manager must redouble his attention to ensure the commitment and motivation of his teams, while ensuring that operational excellence is maintained in line with the company’s new objectives.

The choice of managerial style depends in particular on the company’s culture, values, size and development strategy. In general, A participative managerial mode, which puts collaboration, collective intelligence, team spirit, initiative and mutual aid at the forefront, will be more suitable. This leadership style will boost engagement, strengthen the sense of belonging, but also the sense of innovation, creativity and the emergence of new ideas.

Project management tools will also have to be adapted to the transition experienced by the company. Of the SMART (specific, measurable, achievable, realistic and time-bound) objectives, agile methods and collaborative tools will be essential to ensure operational efficiency, manage growth and increase everyone’s productivity.

Establish close and cross-functional communication

Although essential even in serene times, close, immediate and transparent communication is all the more important during a period of hypergrowth. Communication must be desiloed and truly transversal, in order to facilitate fluid exchanges between the different departments of the company. Collaborative digital tools, weekly meetings, regular individual and group meetings and constructive and benevolent feedback will be particularly important.

Supporting the development of your employees’ skills

In times of strong growth, it is not uncommon for the company to suddenly find itself facing a lack of internal skills and that it must recruit new resources. Very often, it is also necessary to mobilise transversal skills.

The manager will therefore have to ensure that he or she supports the training and skills development of his or her employees, encourages initiative, synergies and promotes mutual aid and team spirit.

 

The interim manager: an ally in times of strong growth

To support a crisis linked to a growth spike Unexpectedly, companies may choose to call on an interim manager. Accustomed to emergency situations and profound upheavals, this seasoned professional will be able to support managers in this period of hypergrowth.

Our interim management company WAYDEN can mobilise an interim manager with a 15 to 25 years of career, unparalleled interpersonal skills and who is able to intervene within the company to help you manage this hypergrowth and take advantage of the best opportunities.