More revenue, more people, more fires. Here's the hard truth: that's not bad luck, and you're not slacking. The systems that got you here physically cannot carry you to $20M, $50M, and beyond. That's Design Disorder, the second of the three Growth Killers, and it's the one that turns your wins into work your structure can't absorb.
Then you grew, and growth doesn't wait for your systems to catch up. Going from good to great means tearing apart what was working fine so it can work optimally. Skip that, and the cracks show up in the same predictable pattern.
If three of these just hit, stop blaming your people and stop blaming yourself. You don't have an effort problem. You have a structure that outgrew its design. And that one's fixable.
You can't manage what you can't measure. First move, every time: the real numbers in front of you, in real time. Sales, profit, job status, cash flow. Not a report you scramble to build once a quarter.
Install a cadence the whole company runs on: a daily huddle to kill blockers fast, a weekly leadership meeting where leaders face the real numbers, and a quarterly review to reset the board. Simple, repeatable, and not dependent on you holding it together.
Strip the process back to what the current company actually needs. The goal isn't more process. It's the least process that produces repeatable, scalable results.