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We all like to think of startups as “non hierarchic” organizations and to some extent that should be true. I’m not a big believer in too much hierarchy. A good early-stage CEO needs to be accessible, to be accountable for producing results and should be establishing the cultural norms of the company through direct leadership at all levels.

But issues do arise as your company grows. I never built a Google-sized business but I did build an organization from scratch that grew to 120 employees in 5 countries before we sold it. And having sold two companies I worked inside much larger companies that acquired us and observed even bigger company structures.

As your organization grows and you hire senior staff where you are no longer managing every employee directly the issue of how to manage people that are not your “direct” reports arises. This applies to both founders and to VC’s that work with them.

To read the full, original article click on this link: People Management: Startup Teams Should Dip but not Skip | Both Sides of the Table

Author: Mark Suster