| One of the important points here is right at the start, around the inner circle. I've operated in a very similar way to what Mark has suggested, a team of senior leader who act as a proxy for the group overall. When you join up, if you're clear about stating what this group does and give employees a way to approach and resolve problems through these people then, at least in my experience, it's worked. When a newstart comes onboard they're hired for cultural and role fit but other roles in the organization need to be explained so that communications channels are introduced: we have a regular Friday at 5 meeting where everyone sits down with beers and we recap and talk through issues) or; members of that inner circle integrate themselves with each of the teams It requires permission and empathy to execute but that's what you need in a leadership role. What people want to hear is: we'll take care of the 80% behind the scenes because we're the ones with domain knowledge in that area, if there's something that you feel storngly about, speak up and we'll listen. If it's big and everyone deserves a say then we'll lay it out for you and you can tell us what you think. Ultimately the people with the most at stake, be those the founders or the VC's or the other capital partners, they're the ones who get the say because they're the ones with their money at risk. I agree with Mark that a lot of this stuff is just a distraction. You've come to work for us because you are good at what you do and you fit our culture, the company needs to open upfront about what they want to do (are we aiming for an aquihire or for leveraged growth). If that goal changes then the company needs to have had that discussion with employees so they cna reconfirm in or out but if you sign up then you've got to trust the people making decisions to be working towards what you've all agreed on. |