No matter what kind of company we work for, where are are we based or who are we working with, our day-to-day business is based on routines and habits inherited by previous colleagues or managers. We run around in order to achieve our quotas, sales targets or partner satisfaction metrics. But meanwhile what is happening with the culture or values, which made us work for our employee in the first place? To make things worst, imagine an environment, where hyper growth is impacting the business, your team or your industry.
Those kind of situations are really common for startup leadership teams when they are facing the challenge of scaling the business. Usually rather pay attention to crucial business areas such as operations, finance or sales.
But what about keeping alive the original mission of the company? Making money is important and crucial to continue operating and overcoming milestones, but having a common goal present will help. However, the more the business grow the greater the communication challenges are. Founding & leadership team start create silos and communicate to stakeholders instead of to do so to company members.
Founding and Leadership team should not forget to explain why things are done in one way or other way, what are the strategies behind or why the company is taking an extra effort. Once the company reaches certain level of complexity, different stakeholders can not be in direct contact, and this is when Founder and Leadership team had to make an extra effort to keep the union and motivation up.
It is crucial that the new stakeholder learn and understand why things are done in the way they are. In doing so they will be able to further bring fresh air to the organization, rather than dry it out. The question is why is that important that leadership and founding team take time to explain what and why the company is doing?
To start with, everyone wants to be part of a community and bigger the purpose of it, the deeper the identification will be.
Secondly, it is crucial not to generate silos. One of the biggest advantages of team versus companies, startups versus multinational is the ability to organize activities, processes or operations more efficiently and effectively. While this is an obvious observation, one of the biggest risk is turning operations or processes in a rigid structure not able to innovate or evolve.
Please take a look at the following video and leave a comment if that never happened to you before
The truth is that our daily activities often turn us into execution instruments and we forget to question them anymore. Feedback structures that let different teams to question processes and operations are vital. Yet this is not important just for the individual employee, but for the success of the whole structure regardless if we are speaking about a start up, business unit or management. To stay successful as a unit the leadership or founding team need to stay in touch with all teams in order to get them more visibility of what is going on at the highest level.
TGIF(Google) or Freaky Friday (Booking.com) are only 2 examples of how multinational companies close the gap between leadership teams and execution team. At the same time, the main goal is explaining why things are done in one way or another, as well as avoid bad habits and routine to kill the team motivation.