What’s the point in spending a lot of time and effort in getting the best people to join your team, if you’re not prepared to let their talents loose for the good of the company?
It sounds like a stupid question, but in reality it happens all the time; great people are onboarded with promises of exciting challenges and an opportunity to make an impact. And a few months later they leave again, disgruntled, hopes dashed and with a really poor experience of you and your company.
Except in cases of a bad hire, it is rarely the departing team members fault that things didn’t go according to plan. It’s mainly on you for not ensuring that they were provided with the guidance, tools and mandate to do what they were hired to do.
Often this comes down to the fear of losing control as a founder. After all, you and your co-founders built the company to where it is today, and it would be a real disaster for anyone to come and mess that up. It’s super understandable, and I get it. But you can’t think like that if you want your company to continue on its growth trajectory.
Instead you need to realize that you have limits. That there are other and better people out there at doing what needs to get done to get to the next level. And that your task is to persuade them to join your company instead of the competition. And then – basically – get out of their way. Within reason of course.
Personally, I have always found that you generate the best results when you’re brave enough to be ambitious in your recruitment and go for people that are better and smarter than yourself and then do your utmost to provide them with the freedom to operate. Why? Because when they deliver according to expectations – or maybe well beyond that – you and your company deliver as well.
So please, free your talents. Or they will move on to somewhere else, where they can.