I am a first time founder and don’t have industry experience. How do I build a great team?

Becoming a first-time manager is hard enough even if you have a fabulous boss who is coaching you through tricky situations. Making this transition as a founder is far more difficult. The founder will run into typical newbie issues. Some common problems:

  • The founder doesn’t delegate. They can’t let go of the work they used to do. So they take on too much implementation work because this is in their comfort zone. Strategic stuff is left on the shelf while the staff is given make-work to keep them busy.
  • The founder has to be the smartest person in the room. They may feel a need to dominate the conversation. They may dictate solutions without drawing out ideas from his/her team.
  • The founder burns out due to overwork. The first two issues combine into a perfect storm where the founder works more and more and can’t keep up.  Chronic fatigue impacts their ability to make good decisions and forge good relationships with their team, and everything starts to go downhill.
  • The founder de-prioritizes professional development. Since the founder is so overworked, he/she starts to deprioritize everything that is important but not urgent. Professional development activities for themselves and their employees fall off their radar screen. The team is stuck in the here and now and can’t find time to grow and learn strategies to get out of their current bind.

Getting help

The good news is that it is easy to get help. Here are a few ideas:

  • Talk to other founders
    • Find other founders who are 1-3 years ahead of you in their startup journey. Talk to them about how they managed their leadership transitions. How did they deal with each situation? What worked and what didn’t work? What would they have done differently if they could do it over?
  • Interview great people managers
    • Talk to people in your field who are great managers (and great managers of great managers) to learn how they do their magic. Look for people whose employees follow them from company to company. Find people who have grown tremendously in their jobs, and ask for an introduction to their boss.
  • Work with an executive coach
    • I am a huge fan of this approach. An executive coach can fill the role of your non-existent boss-mentor. They can help you spot patterns in your own behaviors, and help you learn and improve. With the right coach, you can dramatically accelerate the rate of learning, and smooth the bumps in your leadership transition for you and your staff.
  • Read up on leadership and culture

This article is an excerpt from a post on Elaine Chen's blog.

Was this article helpful?
0 out of 0 found this helpful


      This website and all posts and content are intended for educational purposes only and for no other purposes. This website does not and is not intended to provide legal, financial or tax related advice. Although we take great care to make sure that all of our information is accurate and useful for it intended educational purposes, if you have a specific issue for which you need actionable advice, please come to the Martin Trust Center in person to speak to one of our Entrepreneurs in Residence (EIR) or consult a licensed attorney or other professional. Despite the backgrounds and qualifications of our staff, mentors, lecturers, authors, EIRs and speakers no attorney-client, advisor, or other confidential/privileged relationship exists or will be formed between you and the Martin Trust Center or the Massachusetts Institute of Technology. Under no circumstances should any content be relied upon in making any decisions that could have any financial or legal impact(s).
Have more questions? Submit a request

Comments

Powered by Zendesk