Over the years I’ve been using the term “Appropriately Corporate” with greater frequency.
From one perspective it sounds generic and without meaning, but at the same time conveys exactly what I spend most of my time talking to founders about.
As a recruitment agency grows and/or matures, what is required and appropriate for the business at each stage of its unique journey changes. It doesn’t just change. If certain functions and attitudes are not appropriate for the new state of the business, it can be dangerous for the business and the business will falter under external review.
A discussion on what is appropriate is complicated by some industry terminology that describes a “Corporate” business as a (mythical) target state. It most often refers to large, possibly stock-exchange listed, possibly geographically spread. And it is used in the same incorrect context as small-equals-lifestyle.
Appropriately Corporate is a set of behaviours, disciplines, and decisions that are applied to the size, ambition, and risk profile of the business. A good definition is: “Corporate is not a place you arrive at; it is a way of thinking that reveals itself under scrutiny.”
This an important discussion topic because it encapsulates all businesses at all levels of size, complexity and maturity. And it is an especially important guiding light for founders that need to understand the implications of their decisions and their behaviours as a business is changing or plans to change.
Consider a 10 person long established privately-owned suburban permanent recruitment agency. And compare that to a new 10 person externally funded temp and contract business with a fast-growing plan.
Everything about these businesses is different and is different for very good reasons. Detail of strategy, compliance rigour, financial reporting, risk management, and above all, the leadership attitude, tone, and decision making. Both are likely to be appropriate for where they are today and where they are planning to be in the future.
The challenge for founders, from observation, is that sometimes there is a disconnect between the vision for the business in the medium term and the changing function and role of the founder as the business changes. This gap can damage the business.
The challenge I’ve set is to provide some structure and guidelines for “Appropriately Corporate” and how founders and other leaders can use that to maintain the behaviours, disciplines, and decisions required for their unique business.