Craig Dupper on eliminating strategic blind spots Featured

8:01pm EDT October 31, 2012
Craig Dupper Craig Dupper

During the life cycle of any business, there are successes and missed opportunities. Even the most accomplished business leaders tell me that while they were ultimately successful, they committed missteps along the way. Often, they attribute these missed opportunities to inattention or “blind spots” that, when looking back, should have been obvious. Why is the seemingly obvious often missed?

Successful business leaders tend to be confident, independent thinkers. This independence can lead to insulation, with an overreliance on an individual or small cadre of the management team.

Other members of the team, or individuals deeper in the organization chart, are heard but not necessarily listened to. At best, they are heard through a filter of preconceptions held by the senior leader or inner circle, thereby limiting the value of the input. At worst, they are completely ignored.

While few have perfect vision, business leaders can limit their blind spots. An outside perspective from experienced resources can provide informed foresight in advance of making critical strategic decisions. Better decisions increase management effectiveness and drive results. How can you gain this invaluable outside perspective? There are several alternatives we have found to be effective, alone or in combination, including:

  • Thoughtfully constructing a company advisory board
  • Participating in a reputable business forum
  • Engaging a qualified consultant
  • Obtaining an investor partner

Public companies always have a formal board of directors with regulated fiduciary obligations. Private company boards of directors tend to be much less formal, with wide variances in effectiveness and impact, depending on the particular company.

In both cases, the formal statutory board is typically dominated by insiders. We have found the establishment of an advisory board consisting of just key company leadership and several outside individuals to be effective in providing needed external perspective.

These individuals can have specific industry or functional expertise, such as sales or operations. Their input is typically independent of management’s internal preconceptions.

Multiple business forums exist that can provide peer-to-peer external perspectives, providing business leaders a sounding board for strategic decision-making.

Solis and its portfolio leaders are members of the Young Presidents’ Organization (www.ypo.org), Sage Executive Group

(www.sageexecutivegroup.com), and Vistage (www.vistage.com), among others. For a business forum to be effective, it must provide a confidential format in which senior leaders can feel comfortable candidly sharing and receiving insight.

Many senior leaders roll their eyes when we suggest hiring a consultant to assist in providing external perspective. We agree that consultant relationships, inappropriately qualified and structured, can be ineffective.

Hence, it is critical to thoroughly vet a potential consultant and clearly define expectations. Create objective criteria against which to measure the success of the relationship and design compensation accordingly. By tying compensation to clear deliverables, you’ll limit the chances of a consultant relationship becoming the negative stereotype.

The most transformative way to gain an outside perspective is to bring in an equity investor partner. If the investment relationship is correctly structured, the partnering can be a powerful source of external knowledge and experience. Professional investors bring experience across many companies, often in different industries. This often surfaces insight that business leaders didn’t know they didn’t know.

Obtaining an investor partner doesn’t have to mean ceding control of your business. For example, there are financial firms that take minority equity stakes in private businesses — albeit typically with “ratchet provisions” that increase ownership if the company underperforms — and our firm has pioneered a true 50-50 partnership structure. When selecting a potential investor partner, key factors to keep in mind are the experience an investor partner brings, your level of comfort with the partner and the chemistry between the two parties.

An outside perspective can help business leaders make better decisions and produce superior results. See what you’ve been missing.

Craig Dupper is the managing partner at Solis Capital Partners (www.soliscapital.com), a private equity firm in Newport Beach, Calif., focused exclusively on lower middle-market companies.