One of my favorite conferences to speak at is Calibrate. Here are my slides from the talk:
Thanks to First Round Capital and to one of Marcy’s clients who describe one of the frameworks we’ve used repeatedly during ten years of coaching startup founders (and that we use in our own lives). We both teach clients how to use it and have used it when facilitating offsites or strategy meetings to help everyone involved shift away from fears and scarcity to find more powerful and creative solutions to complex or seemingly unsolvable problems.
If you don’t already regularly read the First Round Review, make sure you do. Their posts are consistently valuable and high quality.
From Gil Shklarski, CTO at Flatiron Health: This Matrix Helps Growing Teams Make Great Decisions.
Credit for the original idea goes to Barry Johnson and his 1992 book
Polarity Management: Identifying and Managing Unsolvable Problems.
We hope you find this helpful. As always, we welcome any of your questions or stories of where it has worked (or hasn’t), as well as what other frameworks you’ve found helpful!
If you’re interested in a class on engineering leadership, click here!
As a leader, you’ll be both hosting and going to a lots of meetings. If it’s something you get great at, it will have a huge impact on both your happiness, and the happiness of those you work with.
Here’s what I’m going to be covering in this blog post:
- plan for success
- create psychological safety
- ask for feedback on facilitation
Elite athletes must focus on more than physical training to win. Startup CEOs also have an inner game to master on the way to success.
The many hidden challenges to being a startup CEO aren’t talked about enough.
Among other things, you face repeated rejection; suffer failures small and large; complete overwhelm; deep self-doubt (if not outright depression); face seemingly impossible dilemmas, decisions and circumstances; and struggle with difficult relationships. At times you feel completely alone, like you’re the only one with these problems, and that there is no one you can talk to. You ask more than once, “am I crazy, or is this normal?”
I’ve run across this situation with startup CxO coaching clients three times in the past week, so it felt like a good time to write about it…
Here is the scenario: You realize that you need to hire a more experienced leader for an existing team, and there is lots of resistance to making the hire: the team doesn’t see the value in bringing on someone more senior, they think it will ruin their existing freewheeling culture, or they are confused that you want to replace a leader who is well-liked (but not performing well).
Here is the deal: they often don’t know what a great leader would look, sound, or feel like, or what they would contribute to the team. Early hires tolerate uncertainty & chaos well, and value a lack of structure. To them, you are “ruining” a great thing. They have heard (or lived) the horror stories of bad managers, so they value strong individual contributors who can organize people around them reasonably well, and who primarily represent the core values & beliefs of the team. You, on the other hand, are looking for a solid people manager who will provide some more structure, accountability, & mentoring, who will contribute to a broader strategy and to the exec team, can act more autonomously, and who will balance the demands of the business with the needs of the team.
You’ve announced that the hire is underway, you’ve written a job description, and you’re bringing in candidates. The team interviews possible leaders, and because they can’t actually envision what a more skilled/senior leader would look like, they screen for what they would look for in a peer (ability to do the hands-on job of senior individual contributor is usually what they look for), and overlook the qualities that would make them a great leader: people skills, ability to lead a team in making a decision, planning, accountability, and collaboration with peers to solve complex company-wide problems. The post-interview meetings devolve into arguments about what you’re looking for, and you start questioning your sanity, especially if you haven’t hired for this role before. You feel like you’re totally wasting your time talking to the team that’s arguing about this, and you wonder if the drama will ever end…
The assumption that most drives people nuts about this one is that they dearly want it to be a collaborative process; they value getting the input & buy-in from those around them, and they can’t understand why the team won’t fall in line and help with the hire.
I can think of at least two paths to follow, both with pros and cons…