Focus on the critical few.... rather than the trivial many!

For example, an early stage company’s critical few may include winning first customers. A later stage company ‘s may include deepening leadership capability. Other examples of ‘critical few’ are – finding product-market fit or introduction of a sales driven culture.

2. How to identify your critical few?

Companies find it difficult to distill down to a critical few issues. The result? Conflicting objectives, strategies and action plans. A strategy without clarity on the critical few is no better than the paper it is written on – it is lifeless.

Look to uncover what is limiting growth in your company. Seek patterns where others only see events and forces to react to. Take a step back with your team and think hard about critical few.

So, you have asked the question “What are the three most important issues we must address to make a step change in growth?” Your team has responded enthusiastically. But there is one small problem – you now have a list of 20 issues. How do you narrow this down, and get the team aligned on your critical few?

Critical few is an ongoing learning process, rather than a one-time annual event. Some will have a functional rather than company perspective. Experience, personal circumstance and disposition will affect their outlook. Some may advocate revenue growth whilst others may demand profitability. Agree selection criteria to assess critical few suggestions and encourage debate to deepen understanding and commitment.

3. Making the critical few happen

Assuming you have agreed and documented your critical few, now translate them into concrete action plans. Think about what you need to do to make progress. What have you learnt from trying before? What behaviours need to change? Who needs to do what? What would success look like?

Delivering on the critical few has implications across the entire business. Agree targets for each area (financial, customer facing, product and people) and initiatives to meet these targets, like the example below in Figure 1, where ‘winning new customers’ is one of the critical few.

Critical Few		Targets	Initiative
Win new customers	Finance	Double revenue from €2.5m to €5m	Secure additional funding of €2m. Revise sales compensation plans.
	Customer	Double customer base from 20 to 40 through entering German market.	Sign committed sales partnerships in 4 key regions in Germany.
	Product	Be recognised as leading product in our niche in Germany.	Invest in totally German demo system that shows we are best on ease of use.
	People	One of founder team to move to Germany within 3 months.	Restructure intenral management roles & recruit 2 German based channel managers with proven sales track record.

Figure 1 – Critical Few (Win new customers)

This approach provides you with an action plan for executing the critical few priorities that will drive growth. Targets and initiatives are sequenced and transparent.

Agreeing the critical few requires change. New attitudes, behaviours and roles may be needed. Use determination, ‘bloodymindedness’ and a relentless focus to motivate and align your team. Use the critical few to move from actor to director and make growth happen.

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