Yep, it's a challenge. Building a strong middle management layer is the key to scaling. Unfortunately, it's not always obvious until you have founders overloaded.
Reading this after your recommendation from your recent post "Building the Plane While Flying the Plane." You called out how critical it is to really sharpen the middle manager's output, their ability to take lead. I often find this to be the biggest challenge at most startups, especially with younger founders who have yet to develop leaders. The moment the plane is finally in the air, those that got it flying seem to overlook they need to start chartering a path and often times they fail to realize they should no longer be flying the plane, but providing the coordinates of where to go next.
Well said. Focusing on your top three goals creates momentum, accelerates the customer feedback loop, and creates room to decide where new resources and projects can fit within your top three goals.
Yep, it's a challenge. Building a strong middle management layer is the key to scaling. Unfortunately, it's not always obvious until you have founders overloaded.
Reading this after your recommendation from your recent post "Building the Plane While Flying the Plane." You called out how critical it is to really sharpen the middle manager's output, their ability to take lead. I often find this to be the biggest challenge at most startups, especially with younger founders who have yet to develop leaders. The moment the plane is finally in the air, those that got it flying seem to overlook they need to start chartering a path and often times they fail to realize they should no longer be flying the plane, but providing the coordinates of where to go next.
Well said. Focusing on your top three goals creates momentum, accelerates the customer feedback loop, and creates room to decide where new resources and projects can fit within your top three goals.