A manager ensures that there is understanding of the minimum results to be achieved. Then for performance above the minimums, forms of compensation important to the performer or in some cases teams of performers is used. The authors also propose the need for a new paradigm in leadership of rapid growth organizations. These are beliefs that set the standard for the behavior of all employees, towards one another and towards customers. The role eof the leader then is to utilize the hard and soft control system to channel the power of the organization.
Traditional leadership strives to delegate and follow up on most tasks.
To grow rapidly, the organization has to be continuously regrouping. With rapid change, teams must regroup each day and take steps to recognize new and existing opportunities. Cross-functionality is a key component. Financial managers must also pay attention to marketing and manufacturing cues as well as the financial picture. The traditional company concentrates its efforts in an organizational structure with clear lines of responsibility.