As your venture moves through the various stages of growth, the demands placed on you as Founder will inevitably change. Each stage will require a different balance of hard and soft skills. This program is designed to provide an introduction to soft skills that are needed to successfully build and scale your team.
Each Founder will receive:
- 6 x 45 minute weekly mentoring sessions (conducted via Zoom)
- Access to the recording of each session
- Membership in the Soft Skills for Scale Slack channel with access to private messaging support throughout the program
- Access to the Soft Skills for Scale resource list
The cost of the program is $295 (ex GST).
While team members are initially drawn to your passion and the problem you're trying to solve, to perform at their best they need you to provide:
- Vision - so they know where they're going
- Clarity - about the role they're expected to play in making the vision a reality
- Progression - a pathway for their growth and development
- Value - a sense that their contribution is valued by you and the broader team
Understanding the difference between your role as Founder, Leader and Manager is fundamental to being able to do this - and establishes the baseline for the remainder of the program.
You can't find the right people if you don't know what you're looking for. You won't attract the right people without focus on creating a great end-end candidate experience including:
- Understanding how to prioritise the different roles you might need
- Designing each role and how they interact
- Identifying the components of "fit"
- Designing the candidate experience
- Writing job descriptions
- Designing the right recruitment process
- Accessing great candidates
- Making the hiring decision
- Offering the role
Recruitment is the tip of the iceberg. Once you've made an offer to a candidate it's time to start thinking about:
- Designing the induction program to reinforce their decision to join you and get them up to speed ASAP
- Setting the expectations for what you need them to do
- Explaining how "things get done around here"
- Establishing a clear view of what "good" looks like
- Demonstrating how you're going to support them to succeed
Your team needs to understand how well they are doing. This is not about a once or twice-per-year review - it's about regularly letting them know your assessment of the work they're doing. This means being able to give them specific feedback on:
- What they're doing well
- Where and how they could improve
Giving feedback is often characterised as a "difficult conversation". This session will reframe the conversation around thinking of feedback as a gift that helps the individual and the company grow.
Making tough calls
Despite best intentions, not every conversation will go well. Managing conflict is an inevitable part of growing your venture. But it's made a lot easier if you have a tool kit that includes methods to:
- Identify and evaluate possible positive and negative outcomes
- Establish shared goals for the conversation
- Scenario plan the conversation itself
- Manage the outcome
- Avoid ultimatums
Engaging over time
According to Harvard Professor Teresa Amabile, feeling a sense of progress is the biggest predictor of motivation at work. Bigger than even a pay rise or other forms of recognition. That sense of progress is relevant in terms of individual projects but is also important in terms of career progression. It's likely that you have a flat organisational structure which means that promotion can't be used to represent progress.
So it's up to you to create the opportunities for your team that will give them that sense of progression and ensure they remain engaged and motivated.