Editor’s Note: This article originally appeared in People + Strategy magazine here.
We have romanticized founders having their “eureka” moments, writing their ideas on the back of a napkin, then holing up in their parents’ basement or their dorm room to start their company.
Every startup reaches the point where they have learned, they have hired, they have structured. They stop tinkering with their “MVP” and start trying to get customers. They are ready to get things done. At that point these companies have to get excellent at execution.
Ask your leadership team what they think are some key questions and topics to help make the most of the beginning of the year. Then create a plan with dates and timelines that you all buy in to. This way you can start your beginning of the year sprint knowing you have good structure in place.
As a leader, you need to set your expectations with your executives clearly and to do so you need to make sure you have your own framework. Try assessing your people with the framework 1) Functional Expert; 2) People Leader; 3) Business Leader.
Building a startup – especially when you start to get traction and grow – is exhilarating! It’s also tough. And stressful. The last thing you need is to feel out of sync with your co-founders. Small problems can turn into larger issues and that puts drag on your company’s growth.