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Escaping the Policy Trap: Why young companies start implementing policies (and how to avoid them)

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When it comes to non value add activities in business, policy creation takes top spot. Trouble starts the moment your organization slips into control by policy. The breakdown of trust is underway.

Early in my career I rocked it as a master policy writer. I took great pride in my superb ability to foresee every exception and close every loophole.

I’ve since learned from my mistakes. I now see policies for what they often are—an attempt by one person to control another.

I recently connected with one of the most progressive CEOs in my network. He shared his view on the topic. “Policies are put in place to manage the 1% at the detriment of the 99%.”

Why would we do that? Why go to so much effort to punish the 99%? The answer is simple but perhaps not obvious.

The love affair with policies

At the core of policy development is predictability and structure. They create restrictions and limitations. For those of us with perfectionistic tendencies, control is like a comfortable blanket. It keeps us safe.
That explains why some people love policies. But what about the non-perfectionists who aren’t drawn to structure? Why doesn’t this group rebel and topple the policy fortress before it’s too big?

It turns out that the heart of the issue is fear. We are afraid of having difficult, important conversations with each other. Policies, even terrible ones, provide us with a safety net. When a problem requires a difficult conversation, we have control on our side. More

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What every exec should know before joining a founder-led company

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It looks so easy.  There is low hanging fruit everywhere.  In fact, there’s fruit all over the ground.

There are no systems.  No structures.  No guidelines.  The team is running hard and fast, seemingly in a state of chaos.

Welcome to your early stage entrepreneurial adventure.

To a seasoned executive with years of industry experience, this can look like a piece of cake.  It’s an opportunity to make a real difference and fulfill those entrepreneurial urges.  You can have a big impact and boost this company to the next level.

You are ready to leave the safety net of Goliath for the challenge of fighting along side David.

The idea of joining a startup is sexy.  It’s alluring.  There are stories of pending industry disruption, untapped market opportunity, mushrooming prospect lists. You can taste the freedom, clear of senseless bureaucracy.

How do I know this?  Because I’ve had this conversation more than a hundred times with executives. Successful and talent people who were planning to jump on board with an entrepreneur.  Earlier in my career I hired many of them into their roles. CXOs. VPs. Super-talented industry specialists. Unfortunately I consoled many of them too on their way out.

There are three mistakes that executives make heading into their new entrepreneurial roles.  For most executives, starting with an early stage company is like falling into a cookie jar. You are full of energy and ideas. You want to prove your worth, and so you get to work.  It’s understandable.  And it’s a path to failure.  Here’s why.More

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Why you should avoid hiring an HR leader for your company

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I have a sinking feeling when I hear that a young company is hiring their first HR leader. I’ve seen this story play out many times. Too often it goes awry, ending months later with everyone frustrated. The people involved are well intentioned. And I get it. The team is growing. People issues are cropping up. The internal running of the company is becoming a distraction. Hiring a multi-talented HR person seems like the right next move.

I often get calls from headhunters looking for names of potential candidates. The call usually goes something like this: “I have a client, early stage, led by an entrepreneur. The company is looking for a Director of HR. Someone who is strategic and can also get their hands dirty in the day-to-day stuff. Do you know anyone?”

These people are extremely difficult to find. Developing business strategy is a completely different skill set from handling the multitude of day-to-day issues.

The company thinks they need this role, but maybe they don’t. When I get one of these calls, I try to orchestrate a conversation with the CEO so I can share my experience.

What does HR do?

Having run HR teams in my past life, I know there is no limit to the things that keep HR busy. The question becomes, how much of that work is adding measurable value? And for the work that needs to be done, who is best to do it?More

CEO, founder, entreprenur, working, outside, remote,

Seven signs you are successfully shifting from entrepreneur to CEO

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Over time I’ve observed the moments when entrepreneurs are called upon to become a CEO.  I don’t mean a title change on your business card.  I’m talking about that moment when the nature of your contribution needs to change.

When are these moments?  It might be your first large and meaningful customer order. Or when an investor dumps cash into the business.  Or when the company outgrows your kitchen table. The moment is different for each entrepreneur and each business.  It’s in these moments that you need to pivot.  Many of the activities that defined personal success and satisfaction shift to others. At the same time a whole new list of responsibilities and decisions get loaded on.

These moments are challenging times for entrepreneurs.  Everyone is watching.  Can you slide into the role of superstar CEO? Should you? Your funders are watching.  Your employees are talking.  And deep down, your inner critic is on overdrive.

Fear not.  Many have made the successful transition and you can too.

There are seven signs that the shift is underway.More