As a leader of an early-stage startup, I’ve learned that the value you bring to your company – and the people within it – is much more than the success metrics visible to the rest of the world.
For those of you familiar with the world of venture capital, perhaps you’ll agree that there is often a dissonance between what I would call “perceived value” versus “inherent value.” To the outside world, the tangible milestones of raising capital, growing your team, launching new products, and increasing revenue are what define success.
And, when you don’t meet these visible expectations, it’s easy to feel insecure about your company’s worth and, by extension, your worth. It’s easy to feel unsure about the experience you are providing to your employees.
And when you’re unsure of your employee experience, attrition can seem like a negative reflection of your team. Moreover, I’ve found that one of the most emotional parts of running my own company has been managing team transitions.
Navigating transitions can be complicated and exhausting. Not only do you have to worry about succession planning to ensure that business can continue as usual, but you also have to think about managing morale as a colleague leaving can change the cultural dynamic of your team.
Of course, I know that personnel decisions are “business, not personal.” But, It sure feels personal when these are people who didn’t just join your company, but they joined you on a mission to try and help you achieve the impossible. And then, one day, they’re no longer working by your side.
And yet, like with many things in life, it’s just as important to know when to move on as it is to know when to stay.
When I reflect on my time as CEO, I am most proud of what people have accomplished after leaving Scouted. Every single person who has left Scouted has been able to punch above their weight class, taking on significant responsibility in their new job. Every single person has gone on to do meaningful, impactful, and impressive work. Each person that joined our small, scrappy startup took a chance on us. We also took a chance on them, hiring unproven and inexperienced talent. And, it paid off for both of us.
My co-founder and I started Scouted because we knew that a person’s first, second, or third job could change their entire career. We wanted to create a platform and community that helped people unlock and realize their full potential.
With time, I have learned that team transitions are the ultimate manifestation of Scouted’s mission. And, if that’s not something to be proud of then, then I don’t know what is.
It’s the space and opportunities you create for learning and growth that will leave the most lasting, meaningful impact.
Stay Healthy, Stay Strong,