Resources to run a better business.

Have you heard?‍ This year’s Inc. 5000 list is out, and we have a whole new crop of “fastest-growing privately held companies in the U.S.” to celebrate. ‍We know that all of our clients are amazing, but today, we are proud to highlight 6 of our clients who have secured a spot on the 2022 Inc. 5000 list.‍ Please join me in congratulating these teams on their success.

Crews & co. (formerly Crews Consulting Group) has landed on the 2022 Inc. 5000 list of fastest-growing companies in the US! This is our firm’s first year on the list, and it’s a big achievement for our organization.

First, the news. There have been some big changes happening behind the scenes here. And in a few short days, there will be no more Crews Consulting Group. That’s because we’ll be officially doing business under our new name. Crews Consulting Group is becoming Crews & co.

When your team sets goals for your company, how often do you achieve them? If you rarely follow through on what you say you’re going to do, you’ve got operational issues (and maybe also people, strategy, or finance issues to boot). But believe it or not, past a certain point: higher achievement isn’t always better.

In my last post on the role of a CEO, we talked about how the head of a company can best use their time. But what about the CEO or business owner who finds themselves drifting out of their designated area on the org chart and into their team’s domain? Call it drifting. Or meddling. Or smothering. Or micromanaging. There *might* be a good reason for it in the short term, but long term, it’s always a problem.

CEO. It’s the most important job in your whole company, right? It’s certainly up there. But I’ve met a surprising number of CEOs who finally make it to the top of their org chart and can’t quite figure out…what exactly they’re supposed to DO all day.

Simon Anderson is the EY Entrepreneur of the Year for Greater Los Angeles. Check out his advice for fellow entrepreneurs.

Working the plan is the perfect blend of strategy and execution (two of the four key areas we cover in our Growth system). The plan itself? It starts with your strategy. The plan is borne from you taking a 30,000 foot view, deciding what you want 10 years, 3 years, 1 year from now. The details of the plan are your roadmap for getting there—what do you need to do in order to get what you want?.

What can your company afford to invest in? What can’t you afford to invest in? And, importantly: what can’t you afford NOT to invest in? If I could wave a magic wand, these are the questions I would answer for every entrepreneur.