On the topic of structure, I think it's also vital in building an effective culture. Culture is important to retention; especially for those veterans with lots of valuable, day-one knowledge. Without some kind of belief structure that keeps existing workers and new hires on the same page, how can you possibly work toward the same goal effectively?
DAMN RIGHT, Tina!
And it's one thing to say you want to build culture, but it's another thing to actually do it - and do it effectively.
Take a note from Gary Vee and talk to your people for 10 minutes every quarter and give a shit. It WORKS.
imo, it's unwillingness to delegate that is the biggest sinker of startup ships.
delegation is useful for more than mere business efficiency. it also helps founders -- who may be new to leadership themselves -- build their personal formidability.
people notice the difference between someone who is accustomed to leading others and someone who isn't, and it can make or break a new company when investors are theones noticing.
Oooooh, good one.
It's hard to let go of your baby! LOL! And even I'm learning, and have heard other founders say, "I can't work IN my business for it to grow, I have to work ON my business". And it does suck a little that you can't do the "fun" work, but it's pretty awesome to see your baby growing and thriving.
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[ 3.0 ms ] story [ 18.9 ms ] threaddelegation is useful for more than mere business efficiency. it also helps founders -- who may be new to leadership themselves -- build their personal formidability.
people notice the difference between someone who is accustomed to leading others and someone who isn't, and it can make or break a new company when investors are theones noticing.