A Quote by Dan Schulman
Too many people go into existing organizations and define success as recreating what is there. To be successful as a startup organization within a large, established culture, you really need to think about how you leverage the assets that are there.
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Talking about improving the culture, I prefer to say "develop" or "evolve" rather than "change". If I walk into a room and say: "we are here to change the organization," it sends shock waves through the group. If I say: "your success to date has come from who you are, to be successful in the future, we need to get to X, let's talk about how we evolve the organization to that point," that is a very different statement. Successful organizational "change" must come from the people. So, recruit them with common purpose, recognize that it will take time, and plow forward.
To be successful, it is imperative that you not only know the organizations you work with, but more specifically, you have to know the actual people you work with within these organizations, understand what their personal goals and motivations are. In short, to be successful, you need to humanize your clients.
One of the difficulties in bringing about change in an organization is that you must do so through the persons who have been most successful in that organization, no matter how faulty the system or the organization is. To such persons, you see, it is the best of all possible organizations, because look who was selected by it ad look who succeeded most in it. Yet, these are the very people through whom we must bring about improvements.
It's difficult to get large groups of people, to the extreme levels of focus and productivity that you need, for a startup to be successful.
Consider the many financial industry executives who walked away with many millions as their organizations failed - I think the expression is "failing upward." People also need to understand that their "technical" job performance is correlated with their career success, but again, many other factors such as educational credentials, length of service, and yes, political skills, also contribute to success. So people need to understand business and technical issues but they also need to master organizational dynamics.
Developing a good, healthy culture is extremely important at a startup. Culture reflects the essence of a startup's operation because it directly affects the success of a company's hiring practices and overall strategy.
For me, it's not about the awards. I don't define success by how many awards you have or how much money you have. To me, success is if I'm happy. If you have $20 million in the bank and you're not happy, you're not successful to me - that's my opinion.
The financial crisis was linked to the fact that banks had excessive leverage and too many risky assets. The solution is not to try to dictate to banks what they can do or not do, but to require them to strengthen their capital to absorb potential losses and hold less risky assets.
Leverage can come in many forms. Leverage can be your thoughts.people who win are careful with their thoughts, not saying "I can't do that." Or "it's too rosky." Or "I can't afford it." Instead they say "How can i do that?" Or how can I reduce my risk?" Or "How can I afford it?
The conversation people need to have is no longer about women assuming positions of leadership within the existing power structure, it's about the power structures themselves, it's about how to go about assuming power, how to change the structures.
Too many people measure how successful they are by how much money they make or the people that they associate with. In my opinion, true success should be measured by how happy you are.
Every organization needs to be introspective, transparent, and honest with itself. This only works if everyone is unified on the goals and purposes of the organization and there is trust within the team. High-performing, successful organizations build cultures of introspection and trust and never lose sight of their purpose.
There are too many ways that a startup gig can go sideways. If the startup won't agree to hefty severance, pass.
Large organizations cannot be versatile. A large organization is effective through its mass rather than through its agility. Fleas can jump many times their own height, but not an elephant.
I have participated as a leader in many organizations where the leadership culture was just mean - ugly, where competitiveness, and destructive relationships stymied progress. There should be healthy tension and candid debate, but leadership teams need to practice communication, relationship building, emotional intelligence, and be aligned around common purpose to achieve organizational success. Senior leaders, chief executive officers, others need to ensure they are fostering the right environment for leadership otherwise all of that ugliness will trickle through the organization.
The gig economy is empowerment. This new business paradigm empowers individuals to better shape their own destiny and leverage their existing assets to their benefit.
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