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Among all the challenges business owners face, the most vexing perhaps is how to share responsibilities among family members or equal partners.

Checking up on the progress your organization is making or isn’t making is a balancing act. If you check too often you can easily be accused of micro-managing your people. If you don’t check often enough, a serious problem can go undetected and keep you from achieving desired results.

The most difficult challenge for a business leader or manager is dealing with the poor performance of a long tenured employee, especially when that employee happens to be a family member or friend.

In prior posts, I have discussed various aspects of structuring your business properly. In this post, I want to just focus on making ongoing adjustments to your structure.
Adding new positions or seats to your company structure, changing your Accountability Chart , can have a significant functional and financial impact on your company, so such decisions need to be made carefully with the right people sitting at the table. The same is true when you remove seats. Keep in mind, even when you see things clearly as one leader or manager, others may not be seeing the same thing, so you must always strive for getting everyone on the same page.

The title of this post popped into my head after reading John Bishop’s post in his Leadership is a Verb blog, entitled What Would Your Museum Say.