OVER DEZE AFLEVERING
Are you struggling with start-up life? Dan and Alison answer your questions with the help of Dave Balter, an entrepreneur, CEO, and the author of The Humility Imperative: Effective Leadership in an Era of Arrogance. They talk through what to do when you’re burning out due to a frenzied workload, a key hire is hurting your start-up’s culture, or you want more pay because of your fast-growing responsibilities.
From Alison and Dan’s reading list:
HBR: Are You Suited for a Start-Up? by Jeffrey Bussgang — “Start-ups have no clear hierarchies or paths to advancement. But from their embryonic stages through more-mature ones, they need good managers to create and effectively run departments such as marketing, product development, and sales. And one can accrue numerous personal and professional rewards working for these young organizations.”
Book: The Humility Imperative: Effective Leadership in an Era of Arrogance by Dave Balter — “I believe—due to an inflated market, easy cash, and entrepreneur glorification, that there are thousands of companies destined to fail if their leaders, who may feel like business deities today, don’t immediately turn their hubris into humility.”
HBR: The Soul of a Start-Up by Ranjay Gulati — “There’s an essential, intangible something in start-ups—an energy, a soul. Company founders sense its presence. So do early employees and customers. It inspires people to contribute their talent, money, and enthusiasm and fosters a sense of deep connection and mutual purpose. As long as this spirit persists, engagement is high and start-ups remain agile and innovative, spurring growth. But when it vanishes, ventures can falter, and everyone perceives the loss—something special is gone.”
HBR: How to Help an Employee Who Rubs People the Wrong Way by Rebecca Knight — “If you’ve ever cringed in a meeting when your direct report was talking, you know how tough it can be to watch a team member undermine themselves. Maybe the person is interrupting colleagues too often. Or being condescending, or even combative. No matter the specific behavior, your employee is clearly rubbing people the wrong way. As the manager, you know it’s your job to address the issue, but you’re not sure how to start the conversation. What should you say?”
