If the head of the company can manage 10 people in manual mode, it is definitely a talent. Managing 15 people in that way is almost impossible.

Maybe someone does manage 15 people, but it's very exhausting and is performed on a 24/7 basis. Managing a large number of employees manually takes a lot of effort. As long as a person is young and full of energy, he can work like that for 1 year, maybe 2 or 3. In the 4th year in this mode of work, the CEO is likely to experience burnout. The head of the company will definitely start to wonder what he is doing and whether he needs it. This will happen because the chief executive officer is also a person who needs free time. Any person cannot do only one job all the time without other pleasures of life.


Difficulties can arise from the lack of well-organized processes in the company. This means that there is no normal hierarchical structure. Do you remember that in the last article we demonstrated a team growing from 5 to 10 people and how the number of management lines increased? Can you imagine what happens in teams of 10 to 15 people in the absence of a normal organizational structure?

Everything can easily turn into a mess. The CEO can no longer see everything that is going on in the company. In a team with so many people there must be a turning point: you need a normal hierarchical structure, in which management functions are delegated to 2-3 people.

Accordingly, the difficulty is that the company needs middle management. If the chief executive officer has strong ties with the middle management, then the company thrives and everything is going great. However, if these ties are not very strong, then you either have to look for the ideal person for the manager for the position, or form quality job descriptions, which takes time. However, if these ties are not very strong, then the CEO for this position needs to look for the ideal person or to form quality job descriptions, which takes time.


  1. First of all, the company needs reporting automation, because reporting at this stage is definitely needed. As the saying goes: "Trust everyone, but always cut the cards." With reporting, the CEO will be able to conduct an audit and reasonably present any claims to the department. After all, lack of argumentation is bad for the team, as well as for management. Reporting is very desirable now for the company.
  2. In addition to reporting, management should also think about the work area for QA processes (if it is an IT company) and, of course, the area for storing documentation.

 Even now it is desirable to build a system for delegating management functions, because the CEO is simply not pulling, and when the team becomes larger, this process will be even more difficult. There are a huge number of management systems on the market that facilitate management processes, all you have to do is to choose the most appropriate and convenient system for the team.

Read the next article "What is effective to automate in companies of 15 to 25 people?"