Welcome to CFF-U Business Series!

Welcome to the next chapter in CFF university. It’s about One neck to choke who’s in charge of what, What does the organizational chart of your company look like?

Who Is Doing What? Organizational Chart

Now, if you remember in the very first chapters we started with the personality test, right? What are you and your staff good at and not good at, not through emotion, but actually tested out through data. And then we went into your rhythm or chaos, your leadership score, and you determined what that was. And here’s where it comes back into play. When it comes to the org chart who within your organization is doing, what are you literally, everything from the janitor to the CFO, to the president, to the sales person, to the operations manager, to the human resources manager.

I mean, if you drew out an organizational chart that started with president and COO and sales and operations and safety and human resources and marketing and technology is your name and all of the boxes. That’s a problem. If you’re trying to scale and get bigger or fast, we have to figure out who, who is in charge of What?

Design The Chart

So I want You to just take out a little piece of paper. I want you to actually draw these boxes. I just outlined them for you, but I want you to draw these boxes. Every business is a little different, But we Need to make sure that all the departments in your company are outlined. And then we add, we have to put names in the boxes to see who’s in charge of what department. So I want you to start top of the piece of paper, draw a box, Put precedent Underneath that. I want you to draw a box and I want you to put C O chief operating officer underneath that. I want you to draw a series of boxes and in one box, I want you to put sales in one box. I want you to put operations in one box. I want you to put marketing in one box. I want you to put finance in one box. I want you to put It.

Chart Design Continued

Now you May have other things. You may have safety. You may have research and development. You may have other elements to your business. You might have fleet management, right? But you now have the starting of an org chart from a management standpoint. Who’s the big boss. Who’s the second big boss, big bosses, president. Second big bosses, chief operating officer, and then the next round of boxes and, and big bosses is who’s in charge of sales. Who’s in charge of marketing. Who’s in charge of operations. Who’s in charge of finance. Who’s in charge of human resources. Who’s in charge of safety. Who’s in charge of it. However, those boxes draw out for you. Now go back and put names of the people who are in charge of those boxes. The org chart is so important. If you’re building a real business that has the ability to scale, because once we get all these things in place, we get the predictive indexes.

Now… Who’s In Charge?

We get the rhythm or chaos test done. We get the end game done. We get the riches and niches done. We get the growth culture versus culture. We get the core value system put into place. We get the key metrics of how fast are we going to grow? We get the metrics of how do we focus on customer centricity and be more concerned about that? How do we create market leader, content, all the things that you’ve learned in CFF university. Now we’ve got to figure out who’s in charge of these things and your name cannot be in all of these boxes, have to empower people to lead underneath you and you as the owner, just like me at the owner has to get out Of their way.

Put Someone In Charge And Let Them Grow

There’s nothing worse than someone being put in charge of sales and the owner constantly changing the sales methodology or the owner saying things that disconnects to the sales manager, put somebody in charge of sales and leave them alone to go grow your sales. The other thing that happens often is what you’re not good at you don’t do. And we’ve seen this countless times with our customers in which the president, the founder of the company is an amazing operator, but they’re terrible at finance. And so the financial statements are a mess. The bank statements are real cloudy. The tax returns don’t make any sense. They’re not making a lot of money because they’re, maybe they’re just concerned about top line revenue growth, and they’re not optimizing profits to make sure there’s enough net income. You need to go hire someone to do it. They don’t have to be an expensive CFO.

Must Have Someone Who Can Do The Job

If you can’t afford it, they don’t have to be a super expensive operations manager, but you could outsource it to a good CPA firm who allocates one person on their staff to be your bookkeeper. And once a month, you just push the financial statements to that bookkeeper and they clean them up for you. And every month you get a clean income statement and a clean balance sheet. You’re probably not going to do it if you’re not good at finance. So the things you’re not good at when you build out the org chart are the things you shouldn’t be doing. You should be hiring or outsourcing people to do it for you.

And here’s what we find. People say, Matt, I can’t afford To hire these people. And we would encourage you that yes, you can. You actually can find a bookkeeper for probably a thousand dollars a month to go ahead and do your books. Now they’re not going to be with you every day and maybe it’s doing all the cleanup, but they’re going to be able to reconcile your bank statement and give you a set of financial statements that then you can provide to your bank or to a finance company like us. And we know what’s going on. And we know that, you know, what’s going on, right? You may be a great salesperson, but a terrible operator. You can go out and drum up the business, but you don’t know how to do the contracts and the scheduling and the revenue per mile and the profit per mile. That may not be your strength. You need someone in operations to be doing that for you.

Listen To The Chart

So if you’re worried that I can’t afford to get someone in operations, but you’re a great salesperson, Go out and sell more business to pay for the person in operations. That’s how it works out, go as the owner and Do what you’re great at and backfill and hire for the people that you’re not great at. And nothing becomes more clear in this capacity than when you pull the predictive index, right? If you have that super high, a and you’re the hard driving sales person and the visionary and all that stuff of your company. Awesome. But if you have a low D a trailing D, if you remember, D was attention to detail, you have to hire someone to fix that D that low D that you have, and you will find the money and you will build the org chart, and you will empower your people to do their job without your interference. And your company will scale.

Remove Ego From You And Your Business

Take it from me. I used to be Superman in this business. All decisions had to run through me until I began to find great people, put them in the right seat on the bus.

If you will, the right seat on the org chart, empower them to make decisions and then get out of their way. And now, as the president of commercial fleet, I get to do the things I’m best at. And because I hired well, they get to do the things they’re best at. And most of those were things that I’m not best at. You need to look at your business in that same way, remove ego from it. You don’t have to be Superman or superwoman anymore. You need to build a team of great people who fill your negatives.

Study The Charts – Recap

They backfill your You need to look at your business in that same way, remove ego from it. You don’t have to be Superman or superwoman anymore. You need to build a team of great people who fill your negatives. . With their strengths. Now look at that org chart, figure Out whose name is in charge of what get to work. We’ll see in the next chapter.

We’ll see you in chapter 20.



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