As an organization reaches certain scale, it is inevitable, at least due to the current limitation set by human interaction mechanisms (e.g. verbal communication, synchronous meetings, groups, hierarchies, physically independent) that there is a certain level of structure that needs to be put in place to manage the organization.
There is a few frameworks that can be useful when scaling the leadership. It’s local applications of the general management frameworks, so let’s explore how they can be relevant to scaling leadership.
1. Convergence <> Divergence framework
This framework demonstrates how to navigate within the horizontal layer (x-axis) of management.
As your organization scales, one thing you constantly run into is the overall increase in diversity within the organization. The proportion of diversity may increase or decrease, but the absolute number of diverse entity (in this case, employees) will simply increase as your headcount grows.
Continue reading “Scaling Leadership through Two Management Frameworks”
After managing different teams of various background and scale over the years, I’ve always thought the question “what is your leadership style?” is almost a trick question. An executive from another company once shared with me a framework he learned at one of the leadership classes he took at Harvard.
It seems like the original version of Situational Leadership is a bit more complex, but the simplified version he shared made more sense to me and felt more applicable to everyday managers.
Continue reading “Situational Leadership Matrix (Simplified version)”
Sam caps off the How to Start a Startup series with things you should ignore when you start, but become important a year in. Thanks for watching How to Start a Startup. Hope you learned a ton!
Tyler Bosmeny, founder and CEO of Clever, starts off today’s lecture with an overview of the Sales Funnel, and how to get to your first $1 Million.
Michael Seibel, founder of Justin.tv and Socialcam and Partner at Y Combinator, then goes over how to talk to investors – the pitch.
Dalton Caldwell, founder of imeem and App.net and Partner at Y Combiantor, and Qasar Younis, founder of Talkbin and Partner at Y Combinator, then perform an investor meeting roleplay to give you a taste of how it actually might look behind the scenes.
Three segments in today’s lecture – Lecture 19 of How to Start a Startup.
There’s a lot that goes behind the scenes in running a startup. Getting the legal, finance (equity allocation, vesting), accounting, and other overhead right will save you a lot of pain in the long run. Kirsty Nathoo, CFO at Y Combinator, and Carolynn Levy, General Counsel at Y Combinator, cover these very important topics, in Lecture 18 of How to Start a Startup.
In Lecture 17 of How to Start a Startup, Hosain Rahman, CEO and Founder of Jawbone, covers the design process for building hardware products users love.
What can you learn by talking to users that you can’t learn by looking at data? What questions should you ask? How can user interviews define or redefine your product goals? Emmett Shear, Founder and CEO of Justin.tv and Twitch, gives us his take – How to Run a User Interview – in Lecture 16 of How to Start a Startup.
Ben Horowitz, founder of Andreessen Horowitz, drills into the one management concept that CEOs mess up most – understanding how your decisions impact others, the company, and its culture, in Lecture 15 of How to Start a Startup.
What should the CEO be doing on a day to day basis? How do you make sure the company is moving in the right direction? Keith Rabois, Partner at Khosla Ventures and former COO of Square, tackles the nitty gritty – How to Operate – in Lecture 14 of How to Start a Startup.
So you’ve learned how to get started, how to raise money, how to build products, and how to grow. Reid Hoffman, founder of LinkedIn and Partner at Greylock Ventures, addresses many of the questions and confusions that might be cropping up – How to be a Great Founder.