The 5 Biggest Leadership Problems I See in Growing Businesses #21

A business is a pure strategy game. Make the first move.

If there’s one thing I’ve learned after years of working with business owners, directors, and leadership teams, it is this:

Different industries, different sizes meet same problems, repeating again and again.

The main reason is the the fact that most businesses grow faster than their leadership systems.

This week, I want to walk you through the five biggest leadership problems I see consistently, and the strategic tools that solve them when applied properly and collaboratively.

1. The Business Stops Innovating

The product stays the same, processes don’t evolve, competitors quietly overtake you.

Does it sound familiar?

This rarely happens because leaders don’t care.
It happens because no one steps back to reassess reality.

Do a SWOT Analysis to fix it:

First, you pause and evaluate honestly:

S: What are we truly good at? Your strengths.

W: Where are we weak?

O: What opportunities are opening?

T: What threats are approaching?

When done properly, SWOT stops being a “workshop exercise” and becomes a decision filter:

• What should we invest in?

• What should we fix?

• What should we stop?

Innovation starts again when reality becomes visible.

2. Strategy Sounds Good, But Execution Fails

Leadership talks strategy.
Teams remain stuck in day-to-day firefighting.

This is one of the most expensive problems in business: great thinking, poor delivery.

I recommend the TOWS Matrix

If SWOT tells you where you stand, then TOWS tells you what to do about it.

TOWS takes your:

• Threats

• Opportunities

• Weaknesses

• Strengths

And forces you to create four types of real strategies:

2.1. SO Strategies (Strengths → Opportunities)

Use your strengths to grow faster.

This is your growth engine: What are we good at, and where can we use that to expand?

Example (manufacturing):

• Strength: Highly skilled CNC operators

• Opportunity: Growing aerospace demand
  → Strategy: Invest in aerospace certification and target that sector

This is offensive strategy (going on the attack).

2.2. ST Strategies (Strengths → Threats)

Use your strengths to protect the business.

This is your defence plan: What external risks are coming and what strengths help us survive them?

Example:

• Strength: Strong cash reserves

• Threat: Rising energy prices
  → Strategy: Lock in long-term energy contracts before prices rise further

This is risk defence with confidence.

2.3. WO Strategies (Weaknesses → Opportunities)

Fix weaknesses so you don’t miss growth.

This is your improvement plan: Which weaknesses are stopping us from capturing opportunities?

Example:

• Weakness: Slow quoting process

• Opportunity: Fast-turnaround customer demand
  → Strategy: Automate quoting and train sales engineers

This is turning internal problems into growth unlocks.

2.4. WT Strategies (Weaknesses → Threats)

Reduce weaknesses that could seriously hurt you.

This is your survival plan: What weaknesses could be dangerous if a threat hits?

Example:

• Weakness: Heavy reliance on one customer

• Threat: Sector downturn
  → Strategy: Diversify customer base within 12 months

This is damage control before damage happens.

3. There Is No Clear, Shared Vision

People work hard, but in different directions.

You see:

• Misaligned decisions

• Conflicting priorities

• Internal tension

This all happens because the destination isn’t clear.

Use for this the SOAR Framework

Instead of focusing only on problems, SOAR helps define together:

• Strengths

• Opportunities

• Aspirations

• Desired results

This creates:

• A clear future picture

• Emotional buy-in

• Strategic alignment without force

People don’t resist strategy when they helped create it.

4. The Business Struggles to Adapt to Fast Change

Energy prices shift, interest rates rise, technology accelerates, regulation tightens.

Many businesses fail because because they react too late.

My fix is the PESTEL Analysis

You systematically track external forces:

• Political

• Economic

• Social

• Technological

• Environmental

• Legal

Instead of being surprised by change, you:

• Anticipate it

• Prepare for it

• Build agility into leadership and operations

Prepared businesses don’t panic.
They pivot calmly.

5. There Is No Lasting Competitive Advantage

The company survives, but it doesn’t dominate.

Margins stay tight, customers remain price-sensitive, growth is always hard-won.

You will fix it using the VRIO Framework

You evaluate your real strengths:

V: Are they truly valuable?

R: Are they rare in your market?

I: Are they hard to imitate?

O: Are they properly organised to scale?

Only what passes all four tests becomes a durable advantage.
Everything else is temporary.

What Strong Businesses Have in Common

The businesses that consistently scale don’t rely on:
Luck. Hero founders. Endless pressure.

They rely on:

Clear structure
Shared ownership
Disciplined execution
Collaborative strategy
Prepared decision-making

A Question for You This Week:

If you had to choose just one area your business struggles with most right now, which would it be?

• Innovation

• Execution

• Vision

• Adaptability

• Competitive advantage

Your answer tells you exactly where to focus next.

If you’d like help applying any of these frameworks inside your business context, that’s exactly what I work on with leadership teams.

Until next week,
Adina 🖤

Business Consultant & Fractional CRO
I make a difference in helping businesses scale smarter, with structure and strategy that work.

Visit my website www.ellcadofinance.com