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How to Grow and Scale

Your Startup Team


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This presentation consists of insights inspired by
33voices® interviews with Jenna Abdou.
Table of Contents

Lead by Example to Empower Your Team, Squad Page5

Surround Yourself with an Internally Driven Team, CommonBond Page 13

Make Ownership a Reality, Founder Collective Page 25

What to Expect When Your Company Hits 100 Team Members, Work Market Page 31

Evolve Your Culture. Don’t Maintain It., Grovo Page 41

Credits Page 61
Lead by Example to
Empower Your Team
Adam Liebman
Founder and CEO of Squad

@getsquadapp
@Adamliebman
“You can’t motivate people.
You can only create an environment
where a motivated person can succeed.
Martin Luther King Jr. said ‘I have a
dream,’ not ‘I have a plan.’”
Start each day by asking:
How quickly can we prove or disprove
our hypothesis? And if it’s wrong, what are the
next 25 hypotheses that we want to test?”
Be honest about the
realities of “falling fast and often.”
Be honest about the
realities of “falling fast and often.”
“I have never been wrong so much…I’m wrong
all the time, and that’s okay. I’m a huge fan of
making mistakes…As long as you don’t make
the same mistakes twice.”
Develop A Players by making it clear that your
team members are “at cause, not effect.”
Develop A Players by making it clear that your
team members are “at cause, not effect.”
“You can manipulate the way your
brain works and processes external stimuli.
We are the people who get to decide
exactly what happens to us.”
When you hire individuals who default to this
type of thinking your team will “operate at the
intersection of hard work, mental investment,
and a positive attitude. That’s where the perfect
harmony of the team comes together.”
Always prioritize one-on-one’s with your team.
This is especially important for new hires. Help
each new team member map out a plan where
he or she can experience small achievements
early in their career. Consider the goals as
“bright lights in short tunnels.”
Surround Yourself with an
Internally Driven Team

David Klein
Co-founder and CEO of CommonBond
@CommonBond

@DavidXKlein
“When you grow on the people side you
have to be very conscious of the culture.
What you’re doing is building infrastructure
to last throughout the organization.”
Prioritize these four traits in new hires:
Prioritize these four traits in new hires:
Strategic Acumen: Leaders with strong
business judgment who can individually
navigate a problem.
Prioritize these four traits in new hires:
Ability to Execute: Initiators who
consistently do great work.
Prioritize these four traits in new hires:
Internal Drive: “External validation can dry up
very quickly. All of us need to find a renewable
source of internal energy so if and when
external validation dries up there’s a fire
inside that keeps pushing us.”
Prioritize these four traits in new hires:
Character: Make it a top priority to work with
authentic and mission-driven individuals.
Once on board, use these three
criteria to measure contribution.
Once on board, use these three
criteria to measure contribution.
Positive and Productive Attitude:
“This is an intense environment, as many
startups are. A good attitude can be the
difference between greasing the wheels to
solve a problem or not being able to do it.”
Once on board, use these three
criteria to measure contribution.
Real Ownership:
“We want people to identify gaps in the
organization and then step up and into those
gaps. We need everyone to act like
owners in this business.”
Once on board, use these three
criteria to measure contribution.
Meaningful Results:
Team members who produce great work,
consistently, over time.
Prioritize execution, not titles.

“The benefits of working at an


emerging growth company mean that
increased growth and responsibility doesn’t
have to come with a title. It can literally be
taking on more responsibility in your daily job.
We really play down titles. What we are doing
here is about the product and service. If we
win in the space or become a winner,
everyone wins.”
Make Ownership a Reality

Micah Rosenbloom
Managing Partner at Founder Collective
@fcollective
@micahjay1
“Every dollar spent is a dollar of dilution.”
- Eric Paley, Managing Partner
at Founder Collective
Encourage team members to approach
each decision considering the impact it
will make on the company’s burn rate.
The difference between managing a
budget at a large corporation and at a
startup is that at a startup, you have to
determine how to make it happen.
The difference between managing a
budget at a large corporation and at a
startup is that at a startup, you have to
determine how to make it happen.
“You have to raise more or you’re burning
what you have. You’re all diluting.”
Make it clear that: “The less we spend, the
more of this company we own. The more we
own, the more we’ll all have at the end.”
What to Expect When
Your Company Hits 100
Team Members
Jeff Wald
Co-founder and President of Work
Market
@JeffreyWald
@WorkMarket
“The overwhelming thought I have is:
‘Wow, that’s a lot of people who’s livelihood
depend on decisions I make.’”
Delegation Is Not an Option.
Delegation Is Not an Option.

Despite wanting to contribute to each decision


made at your company “there are certain
things you have to give up and have
confidence in your team.”

An inability to delegate will stifle your


entire organization’s success.
Delegation Is Not an Option.

“It becomes a question of how to allocate your


resources to the area where they are going to
add the most value to the company.”
Delegation Is Not an Option.

“As the company gets bigger my time is more


valuable if spent in front of a customer, a recruit,
or an investor, not sitting in my office for two
days working on a budget. Other people
can do it incredibly well and in some
cases better than I can.”
Find a True Mentor.
Find a True Mentor.

Despite possessing genuine


intentions your investors and team
members have a monetary interest in your
company succeeding. Find someone who
has a clear distinction between your
success and the company’s success.
Find a True Mentor.

“I always thought that my only goal was


Work Market’s goal. The reality is that there
is a divergence of the two…You can’t scale
what you were doing the first two years -
Waking up at 2 and 3 in the morning
and impacting relationships - to
the detriment of your health.”
Find a True Mentor.

Jeff on the value of working with his


professional coach Jonathan Shapiro:
“I can’t explain how immeasurably I have
benefitted as a manager and professional
because of his guidance. I’m at a point where
I won’t make a decision until I talk to him.”
Evolve Your Culture.
Don’t Maintain It.
Jeff Fernandez
Co-founder and CEO of Grovo
@Grovo
@jefernan
Grovo’s Framework
for Hiring Senior Executives
Grovo’s Framework
for Hiring Senior Executives

Start with a highly detailed job description that


you develop with your team and advisors.
Outside advice is especially beneficial
when hiring outside of your expertise.
Grovo’s Framework
for Hiring Senior Executives

“Recruit and enlist the support of folks and


mentors that you trust who can help you gain a
point of view on the status quo, what’s missing,
and what you’re likely to see in a candidate.”
Grovo’s Framework
for Hiring Senior Executives

“Given all of that, ask: What should I be thinking


about in a candidate? When forced to choose,
should we prioritize A and B, over C?”
Grovo’s Framework
for Hiring Senior Executives

Use these conversations to create an ideal


candidate matrix (your job description) and
scorecard before beginning your search.
Grovo’s Framework
for Hiring Senior Executives

If you only remember one thing hiring:

Be deliberate. Don’t settle.


Grovo’s Framework
for Hiring Senior Executives

“You really need be deliberate


about what you are looking for and the
functionally for that particular role.

It’s 80% functional, and 20%


composition of the executive team.”
Grovo’s Framework
for Hiring Senior Executives

What do you need


this person to contribute
to the others?
Grovo’s Framework
for Hiring Senior Executives

Start the interview process with a


brief phone conversation where you
ask functional and humanistic questions
to get to know a candidate.
Grovo’s Framework
for Hiring Senior Executives

Next, bring a candidate into the office where


they can meet and interact with members on
the management team as well as individuals
who will work in their functional unit.
Grovo’s Framework
for Hiring Senior Executives

Take your candidate to dinner, it’s best


to bring a board member, to gain deeper
insight into his or her aptitude.
Grovo’s Framework
for Hiring Senior Executives

The number of meetings and


settings are intentional for you and
your candidate “to observe and be
observed” in different environments.
Grovo’s Framework
for Hiring Senior Executives

“Take a deliberate approach so you


can have your points of calibration.”
Grovo’s Framework
for Hiring Senior Executives

The last step is a final evaluation of


how an individual’s experiences compare
to your ideal candidate matrices and
scorecard. The right match leads
to a formal dinner and an offer.
How to Develop the
Next Phase of Your Culture
How to Develop the
Next Phase of Your Culture

“You’re not looking to maintain your culture.


You can never maintain your culture. It’s an
impossibility. What you’re looking to do is
intentionally evolve your culture.”
How to Develop the
Next Phase of Your Culture

18 - 24 months out, ask these questions:


• Where do we want our culture to be?
• What works well now?
• What are some areas that we need
to refine or totally remove?
How to Develop the
Next Phase of Your Culture

“The idea is that you evolve it as you go. The


more deliberate and transparent you can be,
the more camaraderie the organization will feel
relating to changes as they are happening.”
How to Develop the
Next Phase of Your Culture

“If we are trying to maintain our culture, I feel


like we are losing. If we are trying to evolve,
it feels progressive and exciting.”
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Jenna@33voices.com

Presentation by Chase Jennings

Insights by Jenna Abdou

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