When faced with an interesting problem, some consultants may start by offering advice — usually well seasoned advice.  That’s not my style.  I prefer to ask questions that define an agenda, that help the participants find their own insight and clarity.

So, when preparing to take part in a meeting of entrepreneurs who might be growing their solo business into a firm with two or more employees (perhaps many more than two!), I prepared the following twelve questions:

Note that I do offer some comments after each question, but these do not attempt to suggest what the answer should be.

1. What’s the core product or service, and how will it get refined / expanded /replaced as the company grows?

[If the plan is for you to do that yourself, think more about delegating.]

2. What are your key strengths, and, most important, your key weaknesses.

[The later should define your hiring priorities.]

3. What the company “brand“?

[And, if there isn’t one, how will it get established?  (Note that the brand is not just the product or service you offer, or a statement of its advantages.]

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