Fast growth is a very welcome start-up for start-ups. Nevertheless, this success often brings a downside. A downside, which – provided you recognize them – like to be hushed.
A new idea is successfully realized, revenues are flowing, donors are found. In short: it goes uphill with the factoring companies. The much-anticipated growth is taking place. But does this growth only provide cause for joy?
The flip side of success
It is in the nature (ever) of the thing that a pro also brings a contra. The resulting work can only be done with difficulty in the existing team – it is too much, but also very different to do than before. It is not just about the technical expertise, original thinking and quick implementation. Leadership does not mean above all to inspire colleagues but to provide them with a sustainable orientation and the framework so that they know their tasks and can optimally fulfill them. Leadership means growing more than inspiring colleagues.
New phase needs new faces
Often new structures and processes are discussed during the growth phase. However, structures and processes are only of limited use if there are no people behind them who also bring them to life. It can be difficult to imagine that people who are so different from those who brought the company up here are often needed at this stage. Often it does not take a sparkling inventor, an ingenious creator or a highly active networker.
Does anyone really know what to do?
The direction must be predetermined before it comes to getting new people on board. In addition, inevitably questions like:
Are all requirements clear and the corresponding positions – current and forward-looking – defined?
Which of us can do what part of the job?
It may be talked about what everyone in the team can and cannot do. Only then will it be possible to recognize which abilities and characteristics may be missing, especially in terms of the future development aspired to. Surprisingly, these topics are often taboo even in young innovative startup cultures. While feedback is seen as part of the informal culture, it often remains unspecific and, most importantly, the difficult issues are often left out. On the one hand this requires transparency; on the other hand exercise in conversation.
The leadership / founder’s team should lead by example. What is meant by this?
Get your own clear and objectified feedback – there are scientifically sound methods to do so.
To open the conversation about one’s own strengths and weaknesses – either in an open exchange or with methodical support
Be aware of your own development as a leader
In this way, creating the basis for further growth is sustainable. It makes it possible to activate and use one’s own potential as well as the potential of the employees. This lays the foundation for healthy development. A broad basis for coping with all (and future) challenges is valuable for any business.