Startup managers live in turmoil, in chaotic surroundings.
They thrive in what others see as a mess.
Is that you?
Once launched, the new enterprise quickly finds powerful forces that push managers of the new enterprise to make daily changes in the plan for the business. The alterations are often radically new, pushing the management into unexpected directions. That provokes a lot of emotions. Not much during the early stages is predictable – other than the current situation is going to change very soon.
Unlike executing a rigid plan for a giant public corporation, a startup’s plan is constantly changing in response to what is happening. Moving into the new market that it has chosen to compete in soon has management scrambling daily: Action, reaction, re-reaction, repeat.
Trials and errors after launch of new products is classically chaotic. Initial customer responses trigger a roller coaster of unpredictable results, hot and cold, up and down. Success is followed by failure. And failure is followed by success. Experienced startup managers react quickly, with minimal analysis, altering marketing directions, shifting customer focus, modifying external communications, changing customer support and suppliers, as well as altering spending and hiring. For instance, when tech managers get “Fix it, change it!” shouts from marketing managers, they instantly direct their engineering teams to dive in to fix bugs, add features, and a lot more. Sometimes they’ll meet to decide on a huge shift in the plan: whether to gamble or not on moving to employ a new technology. Similarly, every other department is constantly making changes during the turmoil. It’s not a place for managers who need to feel in full control.
Big startup decisions are made in hallways, on the run. There is little time for deep dives into simulations, analysis, lots of numbers, many meetings and careful thinking over weeks or months. A rare meeting or two with just a few people, and it’s go or no-go. “On the fly” it’s called. Drives managers of giant organizations crazy. Executioners of startup business plans love it! They thrive on the incumbent emotions and satisfactions every day.
This chaos is hardest on the first timer founder CEO, often leading to emotional collapses that predict someone else needs to arrive soon to take over the immense challenges of executing the plan for a startup. Wise founders do that and most return to emotional strength, contributing their special talents and skills, supporting the fresh managers now on the job making required changes to the company’s business plan.
Is that you?
Startup managers are responsible for results. No excuses. Even though they are riding an unpredictable roller coaster. They transform the idea into a world-class enterprise. They execute the plan.
- Startup Managers Are Special
- Startup Managers Work in Turmoil.
- Pivot Managers Got Guts
- Recruiting and Organizing
- The Marketable CEO
- The Floundering Founder
- Focus on What’s Important
I wish you The Best on your adventure!