Q.
I have been running my business for the past four years, and employ 20 staff. I want the business to continue growing, but I am not sure that I have the necessary skills to do this. I have been considering attending a course, such as an MBA, to improve my capabilities, but are these worth the effort? Also, how should I prepare my business for the period when I am studying?
Q.
My company has come a long way since it was founded five years ago and I am now at the point where I think I need to put someone else in charge of the day-to-day. I still have a lot to offer the business in terms of longer term vision, but how do I assess and measure when my input to the implementation of that vision is doing more harm than good? And what should I look for in the person who will run the day-to-day?
Q.
My business is growing very quickly. As a result, it now has twice as many employees as it did a year ago. I used to handle much of the personnel management myself, but it is no longer possible. However, now I’m not sure whether all of my managers are getting the best out of their staff and giving me the quality feedback I need. What strategies can you suggest for managing the managers?
Q.
My business is enjoying a rapid rate of growth but I’m concerned that service levels will drop due to expansion. How can I maintain the culture and standards of my business as we expand?
Q.
I think I should be getting a better deal from a supplier but they insist there’s no room for negotiation. They’ve never let me down and are good at responding to last minute requests, but I know I can get the same products cheaper elsewhere. What should I do?
Q.
I’m looking to retire in the next 18 months and am in the process of choosing a candidate to head up my 30-person business. Although I’ve selected someone from the company’s existing management team, I’m concerned that those who didn’t get the job may leave. How can I ensure this doesn’t happen? Is it easier to reconsider and go for an external appointment?
Q.
I’ve recently made a small number of redundancies in my 85-person company. Morale has noticeably suffered and I‘m looking to refocus my workforce, as despite trimming staff, the company’s revenues are still growing steadily and there’s a danger that productivity will be affected at what is a critical time. What can I do to give them back their impetus and develop the people I’ve already got to take on added responsibilities?
Q.
What am I meant to do in the face of conflicting messages from the chancellor? I pay myself a dividend instead of a salary and I hear he plans to take away the tax advantages. What should I plan for next year?
