We are working with a client who is in the midst of trying to maintain rapid-growth mode; for the past few years, after riding out the Great Recession, sales have been growing at enviable levels. 

Here's the challenge: As the president of the company attempts to attract the talent necessary to take the next leap forward, a lack of leadership in her existing team is making it difficult to attract top-tier new talent. The culture is great and mostly healthy. The brand is vibrant. And while many employees see faults, they also acknowledge that those faults are common among companies growing at this velocity. 

As it turns out, the president has had to make some difficult decisions this month, and fire people who have been there for quite a while. The president feared these changes, not so much because it was change but because of the timing. It was right after the holidays. But with some change management and consistent articulation of a vision for the future, most embraced the change. 

Here's the latest challenge. Because the internal talent has lagged in some parts of the business, the president relies heavily on consultants on the West Coast, or on other continents. And in so doing, devalues the opinion of the good people he has on staff. He's accustomed to relying more on those outside than in.

Why do you need top talent? To lead people from one plateau to another, to help hold the brand and culture in place. To integrate new talent. To manage the process of change. Why do you need to trust your good people? They're the only way you get from Point A to Point B. And if you don't show how much you value your top talent every day, they'll quit, and the journey from Point A to Point B will be longer and more arduous. 

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