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Five Elements for Leading Multiple Companies

Five elements from a self-developed leadership model that make it possible for several companies to run at once, without anyone needing to personally step in everywhere.

Thought 6 / 30 in the series 30 Years | 30 Days | 30 Thoughts, originally published on LinkedIn by Sven O. Rimmelspacher.

Orientation Inside the Company

Many people ask me how I manage to keep several companies in our group running, how I'm managing director in most of them, how the companies function, and how I still work normal hours.

One of the reasons is a systematic leadership model that I've refined over the years, and that all our companies now operate by. It gives everyone in the company an orientation framework, and makes them capable of acting and effective on their own.

Here's the overview:

Five Elements That Give Orientation

  1. Purpose is the reason the company exists. It sits above everything else, and everything else aligns to it.
  2. Vision describes where the company stands in 5, 8, or 10 years if everything goes well.
  3. Values, principles, numbers, and rules provide the information needed to make the right decisions along the way and stay on course.
  4. Goals are derived from the vision, and strategy from the goals. That helps everyone move in the same direction together.
  5. The status quo is where the company currently stands, that's where operational execution happens.

Orientation doesn't come from more control. It comes from a model that everyone in the company understands and can apply.

Of course, you can name and structure this differently. What matters is using an internally consistent model and actively working with it. Then success is hard to prevent, whether in one company or several at once.

From Personal Model to System

What grew over the years into what we called the "Rocket Routine leadership model" has since been carried over into Rocket Routine OS: Purpose and Vision become Outcomes, Values and Principles become Principles, numbers become Metrics, and the status quo runs visibly through the Control Tower.

What started as a personal model in my own head has become a system that holds up even when you can't be everywhere at once, especially when you're leading several companies at the same time.