Working for a founder
If you’re among the first dozen or so employees at an early-stage startup, it’s not unusual to find yourself reporting directly to a founder. Working for a founder can run the gamut of emotions from exciting to straight-up nerve-wracking, especially if you’re in a position that would typically have a few layers of management between you.
Working for a founder is entirely different from working for a department head or middle manager. They’re balancing various problems across the org, generally have limited time, but have a higher level of business context.
However, if you know how to work to these strengths strategically, you can go much faster and get more done!
In my career, I’ve worked directly for founders a handful of times. My favorite professional relationship to date has been working directly with a founder. In this post, I’ll dive into the processes & strategies that have worked best for me during the lifecycle of a position from the perspective of a non-executive employee.
Building Trust & Alignment For High-Growth Environments
Setting the stage for a successful working relationship by understanding a founder's values and communication style/preferences is critical. During the first week after joining, intentionally setting up time to chat about these topics can alleviate some of the early guessing game folks typically go through when ramping up with a new manager.
Here is my list of go-to questions to accelerate the getting-to-know-you phase:
How do you prefer to communicate? Some founders prefer quick, direct messages, while others prefer detailed emails or in-person meetings.
How much visibility and working together do you want as we get ramped up? Knowing how much collaboration the founder expects at different stages is crucial.
How will you know if I’m doing a good job? Understanding what indicates success to them, or even just planting the seed to consider what is good, is always wise.
How will I know if you’re excited about something? Frustrated? Do yourself and the business a favor by eliminating some guesswork that comes with getting to know someone's working style.
How do you like to structure 1-1s? These meetings can serve various purposes, from status updates to problem-solving sessions.
What is keeping you up at night in regards to the business? Understanding which problems are most pressing gives you more visibility into the business and context when making decisions or offering support.
Set Goals & Clear KPIs
While it is tempting to hit the ground running when joining an early-stage startup, and by all means, you should, agreeing on some early goals and KPIs allows you to hit the ground running with intentional direction.
Here are some tips for setting goals and clear key performance indicators (KPIs):
Use 30/60/90-day goals: Set clear targets for your first three months.
Balance qualitative and quantitative goals.
Regularly revisit goals in 1-1 meetings: Keep these goals at the forefront of your discussions.
Regularly ask for feedback: Inquire about what you should keep doing, stop doing, or start doing to improve your performance.
Beyond 90 Days
After your first 90 days, your role and responsibilities will likely evolve. Here’s how to make the most of your position:
Take initiative: Be proactive in your role and keep your founder informed with a weekly recap of your activities and challenges. I like to send an end-of-the-week email or Slack with bullet points. Remember, you’re there to make their life easier.
Celebrate wins: Share successes with enthusiasm and frequency.
Provide feedback: Whether it’s feedback about an excellent presentation or confusion about company matters, communicate openly.
Look for opportunities to help: If you can assist in recruiting, make introductions, or share your network. Pull together a few slides they can use at the next board meeting. Super helpful.
Solve problems: Most founders appreciate solutions and focus on addressing existing issues.
Building a solid working relationship with your founder is essential for your and the company's success. By understanding their preferences, setting clear goals, and being proactive, you can become a trusted partner and contribute to the growth of the business.
Enjoy and use your time wisely: Directly reporting to the founder may only last for a while, so make the most of this opportunity!