Founders, change with the times as your startup scales up
You’ve had your brilliant idea, and others are backing you by working for or even investing in your startup.
Your role as founder is clear: you need to make sure that all your people pull together to make your vision a reality, but the buck stops with you.
It will take all your energy and charm, sleepless nights, and last-minute ideas when faced with unforeseen challenges.
Once you’ve done a good job and have been fortunate enough for your business to develop and gain recognition, you’ll find that your reward is more work – but now you have the chance to tackle a fresh peak as your business progresses to scaleup status. The appeal of your product or service is now proven, and it’s time to take the business to the next level.
But how can you prepare for the next stage of the journey and equip yourself to keep on leading? It’s a company based on your idea, but you will personally need to develop just as much as your business will need to in order to move forward and mature.
The stages of a company’s growth require different leadership skills and increasing HR support. The secret to keeping on top of your job as the founder is to understand that you need to evolve. You may be the boss, but you should still follow some golden rules.
Find the right people
Look for people with the right skills, but make sure that they also have the right attitude. If you’re going to evolve, it’s just as important that they have what it takes to grow and step up to lift you up in turn.
People who want to take on more responsibility but also work in teams will give your business the most flexibility. Review your talent pool today, and decide which talent you should develop, recruit or “borrow” for the next stage.
Motivate them
Bring your people with you on the journey. If you articulate your purpose and make clear your corporate values, they will sign up rather than just sign in.
Your hard work has been motivated by a vision of where it could take you, so share that vision and give them the motivation to follow.
Empower them
It may be hard to let go of the reins after having to hold them so tightly, but if you don’t – or worse still, you micro-manage – you’ll lose perspective and see your hard-found talent lose their spark or say goodbye.
For the business to keep growing, you need lots of people fired up by their contribution, so make some space and give them goals, not tasks. Consider that you’re not the commander in chief anymore, but a gardener who helps grow business opportunities and talent.
Encourage collaboration
Having small teams in silos engaged with separate projects can replicate the conditions in which rapid growth occurs early on in startups. It’s efficient, but not resilient in a volatile and uncertain environment.
It’s time to get your people working with each other to encourage cross-fertilisation. Develop a culture of trust, and support it with the right organisational design.
Take advice from professionals
If you’re struggling to adapt to your new role and style, find an experienced coach or mentor who can help you understand what your business needs from you now. They will help you develop your self-awareness and developmental goals.
The important thing to remember is that the transformation of your business must start with your own personal transformation.
Main image credit: TIMOTHY A. CLARY/AFP/Getty Images