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Zusammenfassung von From Start-Up to Grown-Up

Name: From Start-Up to Grown-Up
Rating: 4.3 (110 reviews)
Author: Alisa Cohn

Alisa Cohn

Grow Your Leadership to Grow Your Business

4.3 (110 Bewertungen)

24 Min.

Kurz zusammengefasst

From Start-Up to Grown-Up by Alisa Cohn is a guidebook for entrepreneurs, offering actionable advice on how to scale a successful business, build a strong team and culture, and navigate challenges along the way.

Themen

Führung Strategie Start-Ups

Inhaltsübersicht

From Start-Up to Grown-Up
in 8 Kernaussagen verstehen

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Kernaussage 1 von 8

What’s in it for me? Scale up your leadership skills and your business at the same time.

Congratulations, you’ve launched your own company! One of the best aspects of being CEO of your own business is not having a boss. Although it also means you now have to learn how to be the boss.

The more you scale your start-up, the more new skills you’ll need to keep up with the growth. The good news is that you can hone these skills and grow alongside your company.

These blinks look at the tried and tested tools available for improving leadership at all the stages of your start-up journey. And they show you what you need to do to keep everyone happy and motivated along the way – including yourself, your employees, and even your cofounder.

In these blinks, you’ll learn

why keeping track of past successes helps you grow in the future;
how simple rituals can support you to become a better leader; and
why cofounder partnerships are like marriages in need of a prenup.

Cultivate self-awareness to become a better communicator and leader.

Imagine you’re leading an all-hands meeting with your company. But as the leader, instead of sitting at the same level as your team, you’re standing on top of the conference table – and you’re holding a megaphone.

This may sound like an over-the-top way to run a team meeting. But the truth is, anything you say or do has a loud impact on your employees. As CEO, your voice is amplified, whether you intend it to be or not.

When you’re the boss, everyone is listening for cues from you. Always. Even when you’re just brainstorming under your breath, they hear loud directives.

That’s why it’s critical to have a strong grasp on how you communicate.

The key message here is: Cultivate self-awareness to become a better communicator and leader.

As the leader of your start-up, you must embody the culture you want to see. Before you can lead people, you need to be able to self-regulate. You should be able to motivate your team and hold them accountable, without losing your cool.

It helps to be aware of any blind spots in your behavior. Of course, you might not know your blindspots – the clue is in the name! – but you can be sure that your colleagues will pick up on them.

Take Charlie, a fintech CEO coached by the author. His CTO, Jack, had vetoed a proposal for new engineering processes. In Charlie’s mind, Jack was blocking progress. But what the author noticed was that when Jack tried to bring up a concern about Charlie’s proposal, Charlie's manner would turn aggressive. It was no surprise Jack wanted to drop the subject!

The thing is, Charlie didn’t realize he was being aggressive. He saw himself as a passionate speaker. And since he wasn’t aware of how he came across, he wasn’t able to convince Jack to his advantage.

There's a chance that you, too, have blind spots that get in your way. Everyone does. But you can get better at identifying them by becoming more self-aware.

It’s a skill that starts with self-reflection. How do you express yourself? Do you ask questions, listen carefully, and collaboratively explore solutions? Or do you tell people what to do and shift responsibility?

Get familiar with your natural ways of communicating and your triggers. Once you understand your behavior, it’s time to turn inwards, as we’ll see in the next blink.

Counteract self-doubt by thinking back to past successes.

Another founder, Jake, was struggling to get his investors to put more money into his start-up. The investors were skeptical about revenue growth and cost structure. They wanted to see a new backer step in to take on some of the risk.

The uncertainty sent Jake into a tailspin. What if he couldn’t raise the round elsewhere? What if this meant the end of the company? He became convinced that people would discover that he was unable to get more funding from his investors and conclude he was a bad leader.

Establish a set of routines around your workday to boost motivation.

Have you ever watched Rafael Nadal play tennis? Before a match, he’s known to drink his energy gel, water, and recovery drink in precisely the same order every time. This routine is a ritual he uses to center himself.

Little rituals like this are common in sport – like in baseball, when the batsman steps out to swing the bat, and maybe looks up at the sky before he’s ready to get back into position and make a hit.

Know what skills you need to scale your start-up – but also hire for values.

Jocelyn was the founder of a health-care start-up, though she wasn’t medically trained herself. To fill the gap in her knowledge, she hired as many doctors as she could.

During her coaching sessions with the author, Jocelyn shared her frustration: the doctors were experts, but they weren't cooperating, they weren't meeting deadlines, and their teams were confused. Although Jocelyn had hired the doctors based on their medical expertise, she hadn’t considered the importance of leadership and work styles.

Get people to follow you by giving them praise.

Lindsey was building a skincare empire. One day, when the author stopped by the office, she noticed a packaging designer named Wilson was visibly upset at his desk.

When asked what was wrong, Wilson said that he worried Lindsey didn’t like one of his new designs. She hadn’t said so directly, but there was a rumor that she’d been critical of it.

The more people you hire, the more you need managers and HR support.

An early-stage start-up can feel like a wild ride. You’re making it up as you go along but everything feels fresh and exciting. If things go well and the company gets a first round of funding, you know your chances of doing it again are possible.

You keep going and going until – fast-forward – you’ve become a company of 50 people. Suddenly, you have way too many people to manage personally.

Develop metrics to measure progress and guide your start-up forward.

When you first start a business, it’s tricky to predict how much you’ll sell or how many new leads you’ll land. In the early stages, selling more in one quarter is considered a mark of success. But what if you could have sold even more than you actually did?

This is where metrics come in handy.

Address conflict with your cofounder by creating a prenup.

Josie and Raj met in college, where they discovered they’d both had the same idea for an online marketplace. Although they didn’t know each other very well, they decided to start a business together.

The pair quickly raised $10 million and, as their customer base grew, got office space and hired 18 people. All was fantastic – except for one problem: Josie was having issues with her cofounder.

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Worum geht es in From Start-Up to Grown-Up?

From Start-Up to Grown-Up (2021) is a guide for founders and CEOs of start-ups that are on the way to scaling up. Combining the author’s award-winning coaching practices with collected insights from notable founders and CEOs, it outlines the leadership skills you need to grow alongside your business.

Wer From Start-Up to Grown-Up lesen sollte

Start-up founders
New CEOs and managers
People interested in boosting their leadership skills

Über den Autor

Alisa Cohn has been coaching start-up founders for over twenty years. She was named the Top Startup Coach in the World at the Thinkers50/Marshall Goldsmith Global Coaches Awards. She is also executive coach for the Runway Accelerator Program at Cornell Tech and writes regularly for Harvard Business Review, Forbes, and Inc.

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