Most managers at startups don't start out as managers.
You joined a startup when it was tiny and became one of its earliest, most valuable members. Now, that startup is not that tiny. Somewhere along the way, you found yourself responsible for the output of other people’s work.
Congratulations! You're now a manager.
But then ... you realise that management is difficult.
It feels like you're always dealing with an internal problem, when what you want to do is to focus on the business, or on your work — the external-facing bits of doing a startup!
You also realise the difficulty with management is unexpectedly different:
Management For Startups is for managers on the startup treadmill. We cover the practice of management in an environment where things are always breaking, where you never have enough resources, and where managers won't have much time to improve.
Let's get started:
Why is 'hire fast, fire fast' such a bad idea? You might think that it isn't — that it is a logical conclusion when you apply a sales funnel to your hiring process. But it really isn't the same thing.
What are the consequences of procrastinating on a bad employee? Why is firing slowly so bad for your team? We look at two stories and three lessons.
The Manager Ugh Field is what you feel when you're facing a difficult situation at work. Knowing how to deal with it is what separates the good managers from the bad.
There are really only six reasons why people leave companies. This is an excerpt from my upcoming book Keep Your People.
This week we look at a general template for introducing process change, and two ways of evaluating an impending change you're considering.
Last week we looked at the costs of firing too slowly. This week, we'll be looking at the costs of firing too quickly. Why is 'hire fast, fire fast' such a bad idea?
What happens when you allow an underperforming subordinate stay on in your company? Why is this a bad idea?
Keep Your People is a book about keeping your best people in the startup context. Out in January 2019.