Learning to Lead

Somewhere between the KPIs and quarterly reports, I discovered that managing is fundamentally about understanding human potential.

Learning the hard way

My management story began in the tech hubs of New York and LA at the tender age of 23. Fresh from London and armed with sheer determination and ambition, I was tasked with steering a team of seasoned SDRs who were visibly puzzled by the company’s choice to appoint a young, eager Brit to marshal the ranks.

Thrown into the deep end, I quickly realised management was not easy. The challenge wasn't just about meeting targets - it was about earning respect, fostering trust, and nurturing a productive work environment, all while navigating the complexities of remote leadership.

Back then, I was driven by a potent mix of youth, ambition, and a keen sales acumen that I, rather idealistically, viewed as an extension of marketing. This perspective led me to collaborate closely with the marketing team, devising creative strategies to penetrate key accounts. My superiors saw potential and took a gamble, entrusting me with the autonomy to reshape our sales approach in the US.

Eager to validate their faith, I dived into performance metrics and analytics, adopting an almost investigative stance towards management. But my initial approach was too hands-on, verging on micromanagement. The metrics were straightforward, but the human element of management was far more complex. Striking that perfect balance between driving performance and nurturing a team was a skill I was yet to master.

In those days, my management style was unrefined - an amalgamation of enthusiasm and inexperience. Yet, these were the very experiences that sculpted my managerial acumen.

Avoiding overwhelm: A Founder's Guide

As founders, our drive to excel can sometimes lead us to inadvertently overwhelm our teams. Our vision and passion, while infectious, can also set a pace that not everyone can or wants to match. It's crucial to recognise the signs of team burnout and take proactive steps to foster a sustainable work environment:

• Set clear priorities: Avoid bombarding your team with constant initiatives. Prioritise tasks and focus on what truly moves the needle.

• Open communication: Cultivate an environment where employees can express concerns about workload without fear of reprisal.

• Realistic goals: Set achievable milestones that challenge the team but are also realistic and respect personal boundaries.

• Delegate wisely: Utilise the strengths of your team to delegate tasks efficiently. This not only empowers your team but also distributes the workload more evenly.

Stabilising the ship

Running a startup is similar to sailing in stormy seas. The highs are exhilarating, but the lows can be draining, especially when you're at the helm alone. Protecting your team from these fluctuations is crucial to maintain morale.

My tenure at Leaf Envy was a masterclass in this. There, my emotional transparency - while authentic - often veered into visibility of stress and strain. During low periods, my instinct was to retreat, to bury myself in work and push even harder.

This intense focus, however, came at a cost. It made me terse, easily frustrated, and frankly, difficult to work with. The atmosphere could become charged, a reflection of my own inner storm.

This feeling often surfaced during periods of intense financial pressure (aka. fundraising), and once I’d been through it once, I was very keen for it not to become a reflection of who I am. So, I made a conscious effort to change it.

Here are some things I would do:

• Maintain emotional equilibrium: As the leader, your mood can set the tone for the entire team. It’s important to manage your emotions and remain composed, especially during challenging phases like fundraising. Morning yoga and meditation helped me project stability and optimism, ensuring that my own storms didn’t spill over to my team.

• Create a supportive culture: Foster an environment where everyone can discuss their struggles without judgment. This can help in mitigating stress and build resilience within the team. These conversations helped me understand the pressures my team faced and demonstrated that it was okay to speak up about whatever was weighing on them. When I felt the stress mount up, I’d mention to the team that I might need some additional support during this time.

• Share the vision, not the chaos: Keep your team focused on the vision and end goals, not the day-to-day turmoil. This helps in building a sense of purpose and direction amidst uncertainty. I’d always recommend a mentor or advisor outside of your core team that you can speak to, without judgment when you are struggling with the balance of being optimistic, while knowing the true financial situation of the business underneath.

• Encourage self-care: Cultivate a culture where wellness is integral, taking breaks is normalised, and mental health is given top priority. I admit, I've been guilty of relentless work habits - skipping lunches, foregoing breaks, even sneaking in tasks during the briefest moments meant for rest. This approach isn't just unhealthy; it's unsustainable. The turning point for me came with a rather joyful intervention - my dog, Billie. Billie's need for daily walks forced me to step outside and breathe. These moments away from the desk didn't just clear my head; they brought invaluable perspective to both my life and work, reminding me that balance is key to sustained performance and wellbeing.

Trusting your team

The calibre of your team is paramount. They are the linchpins that can propel a business to success or anchor it to failure. Through highs and lows - from fantastic hires to tough tribunals and heartfelt farewells - I grasped that managing effectively is as much about the people as it is about the process.

Reflecting on my journey, here are the nuggets of wisdom I’ve gathered along the way:

1. Tailor your approach: Understand how each team member thrives under management. Overbearing leadership stifles creativity and motivation. True collaboration fosters a sense of mutual trust and respect.

2. Value your generalists: These gems can be pivotal in the early stages. They possess the zeal and flexibility crucial for startups. However, their roles should evolve as the business grows, complemented by specialised experts when necessary. Don’t assume they are great at everything and always evaluate the alternative! You might be surprised that an alternative (flexible) hire is cheaper and better at the job that someone in-house. Just because you can, does not mean you should!

3. Communicate effectively: Today’s digital world bombards us with information. Tailor your communication to fit the individual preferences of your team. Ask them: How do YOU like to receive information and feedback?

Closing questions to ask your team:

1. What motivates you at work?

2. How do you prefer to receive feedback and communication?

3. What are your professional goals for the next year?

4. Can you describe the working style that helps you thrive?

5. What are your initial impressions of our team culture, and do you feel there are areas we could improve?

Now, your move.

Building a business is hard, but you don’t have to go it alone. Need help making bold moves? Let’s chat. Forward this to someone who needs a little inspiration, or drop me a line - I’m here to help.

Let’s make moves,
Beth

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Disclaimer: I share advice from my own experience. Every business is unique, so tailor these ideas to fit your needs.