I enjoyed how involved the audience was, and how engaged and encouraging he was for us to participate. Also, it brings to light how difficult it is to scale up a company.
Mcauley Banning, Student, New York City
Leaders need to feel comfortable debating and making courageous decisions that they all commit to. Alignment is crucial on key boundary decisions so that the entire company is on one page.
The fundamentals of talent nurturing, strategic thinking, disciplined execution and cash cycling needs to be practiced disciplines.
The engines of customer acquisition, fulfillment, enablement and innovation should all be oiled and running smoothly.
The company should show absolute leadership in their chosen segment in a high growth market that’s growing much faster than the economy.
A business-to-business SAAS platform had trouble breaking into mainstream customers. Using the Mainstream DecisionSheet, they aligned on a beachhead to attack within two hours. And gained preferred vendor status in that segment less than four months later.
A consumer gaming platform had hired many executives from traditional industries. Using individual and team coaching, We helped startup people and corporate executives align on best practices for the specific scaleup phase they were in, leading to 10X growth while putting a stop to bureaucracy.
A high-tech enterprise scaleup founder had trouble getting results from his team. Through quarterly workshops and monthly check-ins, We helped the team clarify accountabilities and institute regular check-ins. They started making 80% of their goals and achieved a compelling exit less than three years later.
The leadership of a software component company had built up direct sales to brands, generating enviable pricing power and visionary buyers. Yet many larger brands failed to convert. During an offsite, the team noticed that more conservative buyers needed complete packages, and that partners and system integrators would have to be included in the proposition or should even lead the sale. This led to 50% YoY growth despite a severely adverse economic climate.
The executive team of a fast-growing API platform felt they spent all their day in meetings, especially after the pandemic started. And still they couldn’t make all decisions the company needed. Applying our signature “Remote Capabilities” model in a remote workshop, they moved the bulk of their decisions into async/written mode. This resulted not only in 5X faster decisions, but also in talented middle managers feeling empowered to execute the projects.
Our coach pushes us to continually improve. He gives tools and coaching to level up at every interaction.
Jeremy Lambertsen, Finance Director, Redox, Madison, WI
Page 9 of 14
Listen in to this week’s episode in which I interview 2 of Redox’s 3 co-founders, Luke Bonney and James Lloyd. We discuss the above questions and what they’ve learned to do to keep a healthy partnership as well as how to clean up train wrecks in their startup journey. [Read More]
Roland interviews Kevin Yoo and Keith Kirkland, cofounders of Wear.Works, a wearable tech that allows for wayfinding and navigation using the sense of touch/feeling. [Read More]
In this podcast, Roland is joined by Rik Chomko and Loren Goodman of InRule Technologies. [Read More]
Many of us are facing challenging times going through this crisis. We will talk about the steps you can take to lead your startup through CRISIS with maximum chances of survival and success. This first step is all about communication. [Read More]
These are challenging times. Many are worried about the very survival of their startup. Worried if they're doing the right thing by their employees, by their customers, their suppliers. Worried if they're even focused on the right way of bringing their startup through this crisis. [Read More]
I guess you have a lot of things on your to-do list that stress you out. I also guess you sometimes find it hard to prioritize between them. [Read More]
Have you found yourself disagreeing with your co-founders about what is proper behavior in your startup company? Or how to manage employees? This is probably a sign that you need to think through your core values and shared principles. [Read More]
How are you doing on increased, even maximized accountability in your startup team? We've already taken you through three steps. Do you have the right seats around the table? Do you have people focused on the right things? And are they doing the right handovers? Now for the fourth and last step, do [Read More]
Are you making progress with increasing accountability in your team? This is already the third blog post leading you through our accountability roundtable worksheet, talking about the right handovers. In the previous two blog posts we talked about, do you have the right seats around the table an [Read More]
Are you working on maximizing accountability in your startup team? It would mean, that you can property delegate all these responsibilities down and rely on people to actually deliver the results that you need. In the previous blog we talked about worksheet number one of our accountability round t [Read More]
Very well organized and effective in team building. Great way for all teams to get aligned and get clear focus on next steps for company strategy/vision.
Lauren Kim, Director, Customer Service, NZXT, Santa Monica, CA