Article
"How Do I Make Changes to My Leadership Team?"
generalcatalyst.com
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Ask existing leaders to examine their roles. The most difficult reality of leadership changes is saying goodbye to some of the longstanding leaders who have created so much success for the company. Often, people know when things aren’t working, and as much as possible, you want to help them reach a decision rather than pushing them out. “This is often achieved by keeping these conversations open and fluid over time, and not waiting until the last minute to express concern over someone or constructive feedback on the job they are doing.” Think holistically about the impact of leadership changes. It's essential to consider how a leadership change impacts the company as a whole, not just immediate team members and direct reports, and not just the operations and results of a company. For example, if you’re hiring a new sales leader and instituting a different structure in the sales organization, what does that mean for marketing? For finance? What will it say about the culture of the organization and how might it impact people’s perspectives and work? Huddle with the leaders of those functions to align on what’s changing and how those changes will affect the way they work. It’s also important to consider a communication strategy that emphasizes the “why” and “so what” of changes.
Founders and CEOs are intimately familiar with their businesses, and they should direct where the organization is heading. Investors are not in the business day to day, so it’s not our place to make strategy decisions. Instead, we help leaders guide their thinking, so they can focus on what they’re trying to achieve and what’s holding them back. Below, we’ve listed some of the questions we ask founders who are grappling with an executive change. Use these prompts to assess yourself first, and don’t shy away from asking yourself tough questions—this can help you cultivate a more objective point of view. Then you can assess other leaders on your team. “At every stage of company development, ask yourself: Is this the team that will help me achieve the improbable? Or do we need different leadership, given where we want to go?” Is your team ready to perform? There’s a learning mentality in startups—a shared sense that you’re figuring things out as you go. That mindset serves you well in the early days and tends to hold up as long as the business is doing well. But when times get harder, the window for learning is tighter, and that learning needs to be complemented by action and results. You need people who will meet performance targets, and you need leaders who will set realistic goals and hold their teams accountable.