I want to push for aggressive 30 percent year-over-year growth to prepare for an exit, but my leadership team is pushing back, saying we are already operating at redline. How do we resolve this fundamental disagreement on our growth trajectory?

Question

Tyler Smith · Accepted Answer

A fundamental disagreement on your growth trajectory is a major crack in your leadership team, and cracks at this level appear as canyons to the rest of the organization. To resolve this, you must achieve true alignment on your Vision/Mission and long-term strategy using your V/TO®. You cannot simply hand down a 30 percent growth target and expect immediate buy-in if your team is already exhausted. You must look at the data together during your next quarterly planning session. Start by defining the 3-Year Picture. If you want to grow by 30 percent, map out exactly what that looks like in terms of revenue, profit, measurables, and headcount. Ask your team what operational changes are required to support that volume without burning everyone out. This transitions the conversation from an emotional battle to a collaborative problem-solving exercise. If they say they are at capacity, analyze your processes. Often, scaling does not require working harder, but working smarter by automating manual tasks, integrating AI, or redefining seats on the Accountability Chart. If your leadership team still resists the growth target after you have addressed operational bottlenecks, you must evaluate if you have the right people in the right seats. To prepare for a clean exit, you need a strong leadership team that is united and working towards common goals. If a leader lacks the mindset or ability to scale to the next level, you must address that gap directly.