When you feel it, you’ve hit it
Founding and scaling a startup is a whirlwind, things move fast and you’ll likely find yourself being pulled in various different directions.
Once you hit hypergrowth, though, there will be a clear shift in your daily roles and responsibilities, meaning an alteration in mindset is inevitable if you’re to succeed. While the product was once your sole focus, you’ll now spend more time in the boardroom, and veer more towards what is needed to accelerate the wider business.
This usually means that founders become less part of the day-to-day team and work relationships become more transactional. Again, this can be a challenging transition for many founders who have such a strong affinity with the product and the team they’ve grown with, making it a logical time to also consider whether or not you’re the right person to move into that crucial CEO role.
In periods of hypergrowth, it can be easy to rush things just to get people through the door. While moving with agility is sometimes necessary, your team is everything and not paying this process the attention it deserves will quickly prove extremely costly.
Ideally, you want to bring people in who have already experienced hypergrowth, have the right mindest, resilient leadership skills and ambition to execute on hypergrowth, as well as are familiar with high standards in the workplace. Doing things this way will take more time in the short-term, but will prove priceless further down the line.
Transparency at this stage is crucial. Be honest with candidates about what the role entails and accept that to attract great talent, you’ll need to pay them well.