Growing fast is not the same as growing well

I speak to a lot of founders who are, by any obvious measure, doing well. Revenue is up. The team is growing. They’re winning new clients. And yet something feels off.

They’re working harder than ever but feel further from in control. Decisions that used to be straightforward now feel complicated. The business they built around their own judgment has grown to a point where that judgment alone isn’t enough.

What I often find, when we start to dig in, is that the growth has outpaced the foundations.

The foundations most growing businesses are missing

I’ve built and scaled businesses myself. One of them, a specialist travel business, I eventually grew and sold. And across those experiences, and the coaching work I’ve done since, I keep seeing the same gaps come up. Not in every business, but in enough of them that I’d call them patterns.

Vision and clarity

Not a mission statement on a wall. I mean real clarity: about where the business is going, what it’s optimising for, and what success actually looks like in three years. Without that, every decision becomes harder than it needs to be. Your team can’t prioritise effectively because they don’t know what matters most. And as the founder, you end up as the bottleneck for things that shouldn’t need you at all.

Understanding the numbers

Most founders I work with understand their revenue. Fewer have a clear grip on margins, cash flow timing, or the unit economics of what they sell. That’s not a criticism: it’s often just not where their energy has gone. But it matters enormously as you scale, because the decisions that look obvious on the surface often look quite different when you understand the numbers behind them.

Systems and processes

At five people, you can run on tribal knowledge and a founder who holds everything in their head. At fifteen or twenty, that breaks down. The businesses that scale well are the ones that have started to build repeatable, documented ways of doing things. Not bureaucracy: just clarity about how the work gets done, so that the business doesn’t depend entirely on specific individuals.

Leadership

As a founder, you were probably very good at doing the thing your business does. That’s how you got here. But leading a growing team is a different skill set, and most founders have had to learn it on the job, with real consequences for getting it wrong. Knowing how to set expectations, have difficult conversations, delegate effectively and build a culture that retains good people: these matter more and more as headcount grows.

Why coaching can help earlier than you think

Most founders come to me at a point of strain. The business is growing but something isn’t working, and they can feel it even if they can’t name it yet.

That’s a perfectly good time to start. But the founders who get the most from coaching are often the ones who start a little earlier, when things are going well but the complexity is beginning to build. At that point, you have the space and the runway to put things in place proactively, rather than reactively.

Coaching isn’t about being told what to do. It’s about having a thinking partner who has been through it themselves, who will ask the questions you haven’t thought to ask yourself, and who can help you see your business more clearly than you can when you’re inside it every day.

A question worth sitting with

If someone asked you right now to describe your business’s vision for the next three years, could you do it clearly and confidently? Could your team?

If the honest answer is no, or not really, that’s not a failure. It’s just information. And it’s a good place to start.

Talk to us about coaching and mentoring → either use the contact form below, or call us on 0330 223 7580

What our clients say

“Sarah asked me some tough questions and introduced me to lots of ideas, theories and tools as well as some business basics. I was muddling through before Sarah’s help but now have clear structure and processes I can follow.”

Vicky, Little City

“Sarah helped me to develop structure and systems and has given me a much better understanding about my business. I now feel more empowered and in control and have seen a direct increase in productivity.”

Amanda, Colchester Children’s Counselling

About the author

Regional Director for Essex and Suffolk, Sarah helps ambitious business owners get the right support without the cost of full-time staff. A serial entrepreneur herself, she brings real-world experience, Virtual Expert connections, and leadership coaching to every client relationship.

Why most training doesn’t stick – and what to do instead

I’ve had a version of the same conversation dozens of times.

A founder or MD gets in touch. Their business has grown, usually faster than they expected. The team has doubled. New managers are in post. There’s a culture they want to protect, and a performance bar they need to lift. They know training is part of the answer. So they find a provider, book a programme, and send the team along.

Six weeks later, I’ll often hear the same thing: ‘It was a good day, but I’m not sure how much has changed.’

Sound familiar?

The problem isn’t training. It’s the wrong kind of training.

Most training programmes are designed for large organisations: companies with dedicated L&D functions, multi-year development cycles and the luxury of time. They’re then sold, with a few tweaks, to businesses a tenth of the size.

The result is training that’s well-structured, professionally delivered and largely disconnected from the reality of running a 20, 30 or 50-person business.

In a scaling business, your managers are often leading people for the first time, without a blueprint. Your HR function (if you have one) is probably one person building the plane as it flies. Your culture is a genuine competitive advantage, but it’s under pressure as headcount grows. These are specific, urgent challenges. Generic solutions don’t serve them well.

What actually works

In my experience, training sticks when three things are true.

1. It starts with your context, not a catalogue

The most effective development conversations I have with clients begin not with ‘what do you want to learn?’ but ‘what’s actually getting in the way?’ Sometimes the answer is a skills gap. Sometimes it’s a process problem. Sometimes it’s a confidence issue, a team dynamic, or a structural change that hasn’t landed yet.

Good training is diagnosis first, delivery second.

2. It’s delivered by people who understand the world of growing businesses

There’s a meaningful difference between a trainer who has read about managing difficult conversations and one who has sat in those conversations themselves, with real stakes, real people and no HR safety net.

At Get Ahead, our trainers work inside scaling businesses every week. That’s not a marketing line. It means that when a manager asks ‘but what do I actually say?’, we have a real answer.

3. There’s support beyond the session

A workshop can shift thinking. What embeds it is what happens afterwards: the follow-up conversation, the coaching check-in, the manager who applies it and gets reinforced rather than left to drift.

One of the things I’m proudest of in how Get Ahead approaches training is that we can stay involved. Because we often support our clients operationally too, we can help embed the learning in a way that a training-only provider simply can’t.

The moment to act is usually earlier than you think

Most businesses come to us about training at a point of pain: a leadership crisis, a performance issue, a team that’s lost cohesion. We’re glad to help at those moments. But the businesses that see the most sustained improvement are the ones who invest in development before things go wrong.

If your business is growing and you’re starting to feel the strain, if your managers are stretched, your culture is harder to maintain, or your people’s capabilities aren’t quite keeping pace, that’s the signal. Not a crisis, but an opportunity.

A conversation is the best starting point

We don’t believe in off-the-shelf answers, which is why we always start with a conversation. If you’re wondering whether structured training or development support could help your business, I’d love to talk it through. Give us a call on 0330 223 7580.

No obligation. No jargon. Just an honest conversation about what might make the greatest difference for your team.

Read more about our bespoke leadership development here.

About Hazel

Hazel is the Get Ahead Regional Director for Kent and East Sussex, bringing over two decades of senior-level experience that spans Russian linguistics, marketing, and a long career in Human Resources across the IT, engineering and charity sectors. For many years, Hazel was part of the Senior Leadership Team at a global engineering company, navigating a venture capital-backed Management Buyout, leading significant organisational change, and representing the business across the Far East, North America and South America. In 2018, she accepted the Queen’s Award for Enterprise at Buckingham Palace on behalf of her organisation. Hazel leads Get Ahead’s nationwide HR Essentials service, helping SMEs build compliant, practical people foundations that support sustainable growth. Her areas of expertise include HR and people management, strategic business development, training and development, and coaching.

Workplace Harassment and EDI: What Employers Must Know in 2026

Creating an inclusive workplace is no longer simply good practice, it is a legal and commercial necessity. With the introduction of the Worker Protection Act 2024, employers now have a proactive duty to prevent sexual harassment, not just respond when issues arise.

For SME leaders, this means understanding how EDI principles, workplace behaviour, and legal compliance intersect, and putting practical measures in place to reduce risk, protect employees, and safeguard reputation.

An inclusive culture doesn’t happen by accident. It is built through everyday decisions, clear policies, confident leadership, and a shared understanding of acceptable behaviour.

What Does EDI Mean in the Workplace?

Inclusion is often talked about in abstract terms, but in reality it’s built through everyday behaviours. It means respecting differences, minimising assumptions, and creating an environment where people can contribute fully without fear of judgement.

Our “frames of reference”, which are the experiences that shape how we see the world, differ widely across generations, backgrounds, and roles. Recognising this helps us understand why colleagues may interpret the same situation differently, and why empathy matters.

Inclusive workplaces tend to share the same characteristics:

Respectful communication

Fair decisionmaking

Active listening

Equal access to opportunities

Awareness of how our behaviour impacts others

The Equality Act 2010 – Key Legal Duties for Employers

The Equality Act 2010 protects people from discrimination based on nine protected characteristics, including age, disability, race, sex, religion, and sexual orientation. It also defines four types of unlawful behaviour:

Direct discrimination – treating someone less favourably because of a protected characteristic.

Indirect discrimination – a rule that applies to everyone but disadvantages a particular group.

Harassment – unwanted conduct that violates dignity or creates a hostile environment.

Victimisation – unfair treatment because someone raised or supported a complaint.

These definitions matter because they help us recognise when behaviour crosses a line, even when it’s subtle or unintended.

Understanding Workplace Bias and Its Impact

Bias is an automatic preference or assumption that influences how we think and act. It often shows up in small ways: who we listen to, who we interrupt, who we see as “leadership material,” or who we assume will “fit in.”

Common examples include:

Affinity bias – favouring people who feel similar to us.

Gender role assumptions – expecting women to take notes or organise admin tasks.

Age bias – assuming older colleagues will struggle with technology.

Bias affects who gets opportunities, who feels heard, and who feels excluded. Left unchallenged, it can damage morale and lead to discrimination claims.

What Counts as Harassment and Sexual Harassment?

Harassment isn’t always loud or obvious. It can be subtle, repetitive, or disguised as humour. Examples include:

Comments about appearance

Sexualised jokes or innuendo

Mocking disability or speech patterns

Persistent unwanted attention

“It’s just banter” that causes discomfort

Sexual harassment can be verbal, nonverbal, physical, or online. And importantly, it doesn’t need to be intentional to be unlawful.

For client-facing teams, the law also covers harassment by clients, contractors, and members of the public.

The Worker Protection Act 2024 – What Has Changed?

From 2024 onwards, employers must take reasonable steps to prevent sexual harassment and not simply respond after incidents. This includes:

Training

Clear reporting routes

Robust policies

Following up concerns

Managing client behaviour

This shift reflects a wider cultural expectation: prevention is everyone’s responsibility.

Real Tribunal Cases and the Cost of Inaction

Recent tribunal cases show the cost of ignoring inappropriate behaviour. In one example, an 18 year old Lidl employee won £50,884 after persistent sexualised remarks from her manager. In another, an employer was held liable for failing to act on repeated inappropriate comments, resulting in over £15,000 in compensation.

The message is clear: failing to intervene isn’t just a cultural risk, it is also a legal and financial one.

The Role of Bystander Intervention in Prevention

Everyone has a role in shaping workplace culture. Small actions can prevent escalation. Four practical approaches include:

Direct – calmly addressing behaviour in the moment.

Distract – interrupting or redirecting the situation.

Delegate – involving someone with authority.

Delay – checking in with the affected person afterwards.

Intervention doesn’t have to be confrontational. It just has to be intentional.

Creating a Safe, Inclusive Workplace Culture

A healthy workplace depends on:

Clear routes for raising concerns

No fear of retaliation

Confidentiality

Consistent handling of issues

Policies matter, but culture is built through everyday choices. Inclusion is everyone’s responsibility, and small changes create big impact.

This session forms part of our wider Workplace Culture and Leadership Training programme, designed specifically for growing SMEs who want to combine compliance with commercial strength.

Speak to us about a bespoke approach for your organisation – book a call with Haze l.

Many SMEs use inboxes, ad-hoc notes or even try to rely on their memory to track holidays, sickness or employee details, and that’s when problems start.

But a simple HR tracker can dramatically improve your admin, compliance and employee experience.

Why a tracker matters

1. No more searching through emails

Everything is recorded in one place.

2. Prevents mistakes

Double-booked holidays, missed probation reviews, forgotten training dates…

3. Supports better conversations

Clear data means better discussions around performance, attendance or wellbeing.

4. Shows patterns early

Spotting trends early helps you manage issues proactively.

5. Makes you look (and feel) more professional

Employees appreciate organised systems.

What should be included?

A good tracker should include:

Holiday balances

Sickness & absence

Start dates

End-of-probation dates

Training

Appraisals

Next-of-kin information

You’ll find all of this in the template included in the HR Confidence package.

Want a tracker that’s ready to use?

➡ Explore HR Confidence

Curiosity in business – understand the human element
People buy from people. It’s an important pillar of marketing, but also of business. Keeping the human element at the centre of your business is one of the best ways to ensure that you remain relevant, attract new customers and retain great staff to help you grow.

In this blog, we talk to HR expert Nora about why people matter in business, why we should be curious about them and what to do with what we learn.

Why is the human element important in a business?

Nora: It goes without saying that without people, our businesses cannot exist. We need people to buy our products and services. We need people to work for us to deliver the business offering. And we also need other businesses offering services that compliment ours – I work closely with people who provide payroll services, for example.

But we need to look deeper. For our businesses to succeed, we need to be curious about these people: our customers, colleagues and collaborators. We need to find out what matters to them and how to cultivate our relationships with them.

What questions should we ask about our clients?

Nora: Listening to customers and clients is an important way to build a brand, establish a good reputation and grow a business. Market research will help us find out how our customers see our businesses and understand our strengths. But we can dial up our curiosity and find out more about our community in other ways. Consider what else they buy, and why. Consider their lifestyles and families. What makes them tick? Could we refine our offering to make it even more appealing to them? What do they need that we don’t yet offer, and can we plug that gap?

If you have face-to-face customers and clients, you can answer these questions by simply having an informal chat. You’ll be amazed at what you find out when you listen! Even if you don’t deal directly with your clients, you can find out quite a lot by keeping an eye on social media and the press. What trends can you spot? What opportunities can you leverage?

What should we find out about our team?

Nora: Whether you’re in the process of recruiting or you have an established team, it’s important to take an interest in the people who work for you. What matters to them? Why do they like working for your business? What are their priorities? With this information, you can understand how your business decisions affect them. You can also consider how best to manage them and how to address any problems that arise.

What your curiosity will do is make you a stronger business leader. You might gain more liking and more respect from your team or employees. And with a strong team around you, your business is more likely to thrive and grow.

HR outsourcing from Get Ahead

If our blog has made you think again about the business relationships you have with other people, Get Ahead can help. HR experts like Nora would love to help you with the processes and conversations you need to strengthen your team and grow your business. Meanwhile, our marketing team can advise on market research and reporting, giving you the information you need to take your next step.

Explore our site to find out more, or contact your local regional director today.

Google is great for recipes and DIY hacks, but not HR advice.

Here’s why.

1. HR law changes constantly

Blogs from 2017 won’t reflect today’s legislation.

2. You don’t know the source

Some articles are written by non-experts.

3. Generic advice doesn’t fit your situation

HR is context-dependent, business size, history, contracts, policies…

4. Bad advice can be costly

A mishandled grievance or dismissal can lead to expensive claims.

5. You waste time searching

A 10-minute call with an HR Partner is often faster than an hour of Googling.

Get trusted answers with the HR Partner package.

Your onboarding and offboarding processes shape how employees feel about your business, from day one to their last (and beyond).

Here’s why they matter.

1. A great onboarding experience boosts productivity

A great induction process, clear expectations, access to tools, and a warm welcome mean:

Faster ramp-up time

Fewer mistakes

Higher confidence

2. Poor onboarding creates risk

Common issues include:

No contracts signed

Missing documents

No policy awareness

Unclear expectations

Lack of system access

These create confusion and, at times, even legal exposure.

3. A structured leaver process protects your business

Without a process, and an exit checklist, things get missed:

Equipment return

Access removal

Final payments

References

Knowledge transfer

A leaver leaving with system access is a serious risk.

4. Small businesses benefit the most

With small teams, the experience of one person has a huge impact on culture.

That’s why the HR Confidence package includes a full review of your onboarding and leaver processes. And why HR Assist can manage your monthly admin for you.

If your business is growing and you’ve hired a few employees, an HR audit is one of the smartest investments you can make.

Here’s what an audit is, and why it matters.

What is an HR Audit?

It’s a structured review of your HR documents, processes and compliance. For SMEs, it usually includes:

Employment contracts

Policies & handbook

Onboarding and offboarding

HR admin (tracking holidays, absences)

Record keeping

Why do small businesses need one?

1. Laws change, and templates quickly become outdated

A contract from 2019 may no longer meet current requirements.

2. Policies drift away from reality

Businesses evolve, but policies often stay frozen.

3. Growth exposes gaps

What worked for 3 employees may not work for 12.

4. It prevents costly mistakes

Issues like grievances or disputes are much easier to manage when your documents are strong and compliant.

What happens afterwards?

You get:

Updated, compliant HR documents

Clear processes

Confidence that you’re doing things right

A more professional experience for employees

Exactly what the HR Confidence package delivers.

Ready for clarity and compliance?

➡ Explore HR Confidence

Hiring your first employee is an exciting step, but there are a few legal and practical things you must do before they start. Here’s the simple checklist small businesses rely on.

1. Confirm the job details

Before you recruit, be clear on:

Job title

Hours

Responsibilities

Location or hybrid terms

This clarity helps attract the right candidate and reduces future misunderstandings.

2. Do your right-to-work checks

This is a legal requirement for all employers.

Make sure you copy and securely store the documents.

3. Issue an offer letter

Short, simple, professional, this confirms key details like:

Salary

Hours

Start date

Conditions of offer

4. Prepare the employment contract

You must issue this on or before day one of employment.

A compliant contract protects both you and your new hire, setting clear expectations from the start.

5. Share your employee handbook

Give your new employee the essential policies, such as:

Sickness

Holidays

Conduct

Data protection

Grievance and disciplinary

Even small businesses need these.

6. Set up payroll

7. Create a new starter checklist

This helps you remember:

Emergency contact details

Equipment access

System logins

Induction meeting

Policy sign-offs

You’ll find one included in HR Foundations.

Ready to hire with confidence?

Our HR Foundations package includes all the templates and documents you need, plus a consultation to guide you.

➡ See HR Foundations

➡ Book a free HR call

You don’t need HR advice every day, but when you do, you really need it. Here are the moments it’s essential to call an expert.

1. When an employee raises a grievance

Even informal complaints need careful handling.

2. When you’re unsure how a policy applies

Sickness, leave, flexible working…

One wrong interpretation can create inconsistency.

3. When someone’s performance is slipping

You need to handle this carefully, fairly, and legally.

4. When conduct becomes an issue

Lateness, behaviour, attitude? Get advice early.

5. When someone requests adjustments

You’ll want to balance support with clear boundaries.

6. When an employee relationship feels “tricky”

A neutral expert helps you respond calmly and objectively.

7. When you feel unsure

If you’re thinking, “Should I check this with HR?”, the answer is yes.

The HR Partner package gives you access to experienced HR support in 15-minute segments, so you get exactly the help you need, when you need it.

Category: HR