Fred Wilson writes incredibly insightful posts about managing growth and this one is one of my favorites:
The gist: the skill set and type of leadership required from your executive team is a moving target that changes dramatically as the company scales. As Fred puts it: “your first VP Sales who built your first sales team, is not likely the person who can manage a $200M quota”.
Sometimes the people in these roles can scale as quickly as the organization, but more often they can’t. Fred really hits the nail on the head on this one as well: “Turning the team is not the same as firing someone for poor performance. It’s firing someone for doing their job too well. They killed it, and in the process got your company… to a scale that they themselves aren’t a good fit for”.
Turning your team requires bold decision making and foresight, but like any other bold decisions, it pays massive dividends when it was the right call to make.
One of the biggest challenges with effectively turning your team is detection and timing. Is the recent snafu just a hiccup? or a leading indicator that it’s time to turn a member of your team?
Would love to hear some more structured thinking/evaluation on this one. Anyone willing to share?