Читать книгу Lead Upwards - Sarah E. Brown - Страница 13

Startup executives are accountable for delivering business results to company shareholders, including your co‐founders, fellow executives, the board and investors (your founders' bosses), and other employees. As an executive, you have the most ownership (including, likely, equity) and accountability of anyone on your team. Unlike individual contributors or mid‐level management, startup executives must build business strategies and execute them. Pavilion leader Jennifer Rice refers to the concept of building business opinions (vs. being an order taker) as “having a theory of business.”

As a marketing executive I am expected to form and communicate data‐driven opinions on how to generate demand within target accounts to increase my startup's market share and grow revenue. My CEO and cross‐functional peers can help and my team will provide input, but, ultimately, I own and put my name on a plan. I need others to believe in the plan, but first I have to believe in it and champion it. When it succeeds or fails, I am the one who's responsible. No one will hand these plans to us to go execute as startup leaders as they did when we were mid‐level managers (although great ideas can and do come from anyone on the team). It's on us to strategize and enable our teams to deliver results.