- An Uncommon Exec for Uber Uber hires the author of Uncommon Service as their SVP of Leadership and Strategy. But is her specialty what the company needs?
- Taking More Risks Not taking risks is the riskiest strategy of all. But can you teach yourself to take more calculated risks?
- Overtime is Not The Problem Should scaleups save employees from themselves and limit working hours? There is a better route to success–for both company and employees.
- What functions does a mid-stage startup executive team need? “Put the right people in the right seats”—but do you know what the right seats are? The Gazelles Function Accountability Chart helps to get your team onto one page. Download your own.
- Find more sales time among internal demands As a mid-stage tech startup leader, how can you find more time for business development when your team is dependent on you to solve internal problems? “Under Pressure” from Berkeley needs help.
- Why are so many things at my scale-up slipping through the cracks? Dear Roland, the more my scale-up grows, the more things start to slip through the cracks. My team picks up all issues I forward to them, but then drops them again soon after. And just now, we failed to join a key partnership in our industry, because the email got lost in my mailbox. People ask for more process but I’d hate to turn my startup into a bureaucracy… What can I do?
- All executives are leaving my scale-up. How can I stop the bleeding? Q: Dear Roland, all leaders are resigning from our scale-up, one after the other. I don’t understand why. Our scale-up has been in business for some five years. We are the leader in–even the Uber of–our market. We have recently turned profitable and we have runway of at least another year. So why leave exactly when we’ve turned a corner?
Run your ScaleUp like Clockwork