Startups – the responsibilities of the 1%
You belong to the 1% of founders whose startup is a huge success? Congratulations. That’s an enormous achievement.
There are probably two types of successful founders: the ones who couldn’t be bothered reading this, and the ones who understand that:
- with success comes responsibility (for your employees, investors, clients, etc.), and
- growing (too) fast creates a whole new situation with new challenges.
Yes, growth is the ideal state of every business, but as Marshall Goldsmith put it, “what got you here, won’t get you there”. Here are some of the issues created by growing (too) fast, and why interim management can also be a great solution for startups:
Hiring the wrong people too quickly while losing talent
Obviously, you need to hire.
For startups, filling management positions is usually the most difficult, as typically people are more likely to join a startup in the beginning of their career, when gaining experience is more important than salary or job security.
Hence, promoting from within is often not the best option. Similarly, in this critical phase, you cannot afford to invest a lot of time in training new employees. They should already fit into the existing team and meet the role requirements.
Furthermore, you might lose some of your earliest employees, as they joined a completely different company back in the day, and might not want to follow the new direction.
Until you find the right permanent employees for those tasks, hire an interim manager who’ll be on board and ready to start working within days instead of months.
In comparison to outsourcing the tasks, this offers the benefit of getting to know a potential future employee – or at least learn who you are looking for. Only employ those who prove successful and fit your culture. When your business is changing so quickly, you can never be sure whether happy employees today will still align with your goals, tomorrow.
Interim managers are free from your past. They always draw their motivation from the current project and challenge. As interim managers are usually not interested in equity, this also helps to avoid conflicts around this topic – another typical pitfall for growing startups.
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