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Management Advice for Scaling Startups
This presentation consists of insights inspired by 33voices® interviews with Jenna Abdou.
Table of Contents
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Munjal Shah, Health IQ
Max Ventilla, AltSchool
Daniel Chait, Greenhouse
Galyn Bernard & Christina Carbonell, Primary
William King, Zephyr Health
Credits
“The most important leadership skill, period, is optimism.”
When it comes to setting team goals set a simple plan rather than an astronomical
vision. Tangible goals put your team in a position to achieve them.
“People’s psychology is so much more powerful when they feel like they are winning
instead of feeling like they are behind.”
Try Munjal’s 3 plan framework:
Try Munjal’s 3 plan framework: Set a plan: A list of goals that can be
met by simply coasting.
Try Munjal’s 3 plan framework: Set a stretch plan: This is where
the bonuses come in.
Try Munjal’s 3 plan framework: Set a super-duper stretch plan: Huge
benchmarks are being passed.
Simplify your decision making process by letting the data guide you. “If the data
says it works then it works.”
As a founder, you’re responsible for building a learning organization that is excited and
willing to constantly be experimenting.
If you have to pivot your company, do not wait until you are down to two months of runway. Adopt a long term perspective to understand
how and if your team is reaching the necessary milestones for sustainable growth.
Scalable businesses are built on the premise that each department and
team member contributes to the success of the other. Make it crystal clear that your team members have the autonomy to
dictate the culture and direction of the company they’re a part of.
When it comes to expansion, let each new branch take on a culture of it’s own.
Celebrate how it’s different.
It takes a number of years to determine the transformative part of your
business model. Ask questions versus giving answers and constantly measure consumer
satisfaction to get there faster.
Understand how Bill Gates’ advice applies to your business: “We tend to
underestimate what we can do in 10 years and over estimate what we can do in one.”
The only way to scale a business is to be able to change quickly and without
friction. Once you make a change, it is essential to measure it’s effect and determine whether
it’s a positive move for your business.
If you’re building a software, service, or organization, like AltSchool: “Iterate
with maximum surface area and the least restrictions so you can demonstrate for
others that it can be transformative.”
As a founder, you are responsible for creating cross functional communication on your team. Develop processes that bring individuals from every department together. It won’t happen on
it’s own, even with proximity.
When your company grows past 50 employees it’s time to move from an implicit and scrappy startup culture to an explicit, growth oriented culture that each member on your team can
identify with. Greenhouse did it by defining six specific culture credos that motivate
goal setting and rewards.
“A lot of problems come with growth. If you ignore those in the pursuit of growth that’s
one of the biggest risks a company has.”
Always be clear about what phase your company is in, the challenges
you’re facing, and the key goals you’re working to achieve right now.
Galyn Bernard & Christina Carbonell
Co-Founders of Primary
The most effective way to manage your projects is to be highly analytical
about the metrics that matter and how you should be thinking about them. Being clear
about the state of your business gives you the freedom to pursue new projects.
You can’t measure customer experience or creating a product that
people are truly passionate about. Make it clear that your team will do whatever it
takes to build a brand people love.
No sharp elbows belong at your startup. Design your culture and space to be a cozy
place to live not just come to work.
Maintain “a culture of informality and a lack of hierarchy for as long as you can.”
Celebrate tangible progress. It’s equally important to authentically recognize
baby steps and huge milestones.
When you’re bootstrapping your company it’s important to adopt the ‘Fire a lot of bullets
and then a cannon’ approach. Critically identify where the gap in your industry is
then find an efficient way to fill it.
Simplicity and time are the two most important things people want today. Allow your users to interact with your data or product in a way that makes them feel empowered and confident.
Whether you’re a five person startup or a 5,000 person organization,
being nimble is no longer option. Let responsiveness be your north star.
CONNECT WITH US!
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Presentation by Chase Jennings
Insights by Jenna Abdou
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