June 12, 2016: This essay is a sequel to last week’s war stories and advice on firing people. Let’s say you’ve pulled the trigger, what can you expect next? There are many potential problems, to wit:
June 5, 2016: Have you ever been fired? I have, a few times. My first was in the retail hardware business that predated my transition to software. The owner by whom I had been engaged to execute a turnaround brought into the business his brother-in-law, much my elder (I was 23 at the time.) who had some relevant experience in paint products, versus my having no experience in anything to speak of. A change in personal circumstances caused the owner not to want to continue to fund this enterprise, and there wasn’t enough cash flow to cover two executives. How did I respond?
January 8, 2013. In the startup world we talk a lot about assembling the founding team and getting an initial product to market. We begin our companies with collegial groups of smart, well-educated peers who are trusted partners. They generally have the capacity to get things on time, to spec, and within budget without close supervision. It’s all peachy.
Today we welcome another post by our friends at TriNet. Nearly all of my time working with startup companies is focused on getting the MVP to market and finding those first important customers. Seldom does attention turn to the real excitement ahead when you have your first 10, or 50, or 100 employees. If your idea is likely to scale and require you to lead an organization, you'll want all the help you can get. As noted in this post, some things are going to fall on your shoulders regardless, but there are many functions that are best given over to the pros. Read on...