The Pain Of Rapid Growth

With many of the emerging companies I deal with, excitement flows through the organization when things start to click. The product launches, the series A round is successful, customer deals are closing. Yet, if you scratch the surface anxiety rises.
Adding new people to an organization can negatively impact the culture that a team has carefully cultivated. People come in from other companies that may not approach the business with the same mindset.
Some may make decisions quickly.
Some may require more analysis or approval.
They may avoid taking risks that might inhibit innovation.
The existing members often go through a painful growth period in their ability to lead. Starting with the CEO, she may have been involved in many tactical decisions.
If she clings to that mode, she’ll be seen as a micromanager. Additionally, it could signal that she doesn’t trust her staff to make those choices. Sometimes, the CEO loses a level of self-worth as the staff becomes less reliant on the day-to-day aspects of the work.
Hereto, the rest of the leadership team can experience a sense of overwhelm. It’s one thing to manage a team of 20. Growing that to 200 requires an approach where the leader has to move off the dance floor and onto the balcony to observe the patterns and direct the flow.
In order to avoid the loss of focus and business adhere to the following as a leader:
Set A Clear Strategic Direction:
Everyone must know the company’s priorities. Then, get out of the way. Delegate responsibly and let people contribute.
Stay True to Your Purpose:
The e-book I co-authored, “Leading With Humanity” revealed that during the pandemic one of the contributing factors on why people stay at their firms was knowing the overarching purpose of why the company exists.
Hire Slow. Fire Fast:
Use your value system to vet people, not just their experience. No matter how talented they are, if they start to corrupt your culture SHOW THEM THE DOOR.