What made you a strong owner may be why the business still cannot run without you.
This book studies the roles, decisions and habits of control that pull an owner back into daily operations. What helped the company grow may later limit its ability to work independently. Through specific traps and nine owner transitions, it asks which functions have really been delegated and which still depend on you. It promises no instant exit from operations. The focus is on observable changes in role, responsibility and the way the company works.
Valeriy Pozhidaev / Founder, COMPASS POZHIDAEV
COMPASS / BOOK
Contents
The contents evolve with the research. Links appear only for material that has already been published.
I. Seeing the cage
01When the owner’s strength becomes the business ceilingIn preparation
02The business that was meant to expand you begins to diminish youIn preparation
03The old role has ended; the new one has yet to emergeIn preparation
04Five levels of business beyond financial reportsIn preparation
05From indispensable operator to owner of a systemIn preparation
II. How traps work
06How a strong owner becomes the bottleneckIn preparation
07Five functional trapsIn preparation
08Second-order trapsIn preparation
09Why simply hiring a CEO does not solve the problemIn preparation
10The outdated-reality trapIn preparation
11The fixed-route trapIn preparation
12The tool trapIn preparation
III. The way out
13The transition demanded by the next levelIn preparation
14Purpose, mission and the scale of the gameIn preparation
15Seeing, changing and testing the way outIn preparation
Verified COMPASS articles
Related reading
Published notes that help explore the book’s themes today.
