Читать книгу Startup CXO - Matt Blumberg - Страница 15

Congratulations, you just got promoted from Director of X to CXO! You're now in charge of a whole functional department, you now report to the CEO, you're now on the Executive Committee. You have a whole bunch of direct reports that either represent the team you used to lead or yesterday were your peers. You've reached the pinnacle of your career in X function. The only other ways to grow your career vertically are to lead your function at a larger and larger company, or to become a CEO. Wow!

That feeling of euphoria is wonderful. I remember having it when I worked at MovieFone and became the head of marketing and product management instead of just the “Internet guy.” It definitely led to a nice celebratory night out in Manhattan with friends.

But then, the reality set in the next morning. Uh oh. I've never done this job before. Maybe I know how to do 25% of it. I'm only 26 years old. Is anyone going to respect me? I have so much to learn. Can I fake it? How on earth did I find myself here? This phenomenon is called the Imposter Syndrome, and it's totally normal. In fact, if you grow your career quickly, it would be weird not to have at least a touch of it.

The good news is, you're not the first person to be promoted to an executive role for the first time (and of course you're not the last, either). Every single executive, at any company, had their first executive role at some point. While there's some credence to the expression “fake it till you make it,” there's a more methodical approach you can take to scaling yourself as a CXO—or if you're the CEO, to helping your new CXO scale. Think of the journey in three steps that can be taken in any order.

First, master the tactics. You need to understand all of the things that happen in your department. Some, you will know well because they're the ones you've done over time. Some you won't know at all. Make sure you do a complete inventory of the functional competencies for your role and all the roles reporting to you. Depending on how organized your company is with job descriptions and what's often known as a RACI (responsible‐accountable‐consulted‐informed) analysis, this may be as easy as pulling something off the shelf and having a series of meetings with the people on your team to walk you through what they do. If your company isn't that organized, you may want to take the opportunity to proactively build that kind of functional competency/RACI list for everything in your team. That is no small exercise, but it's one that will pay back massive dividends. As one of my long‐time colleagues and the writer of the CRO/Sales Part of this book, Anita Absey, says, “What gets measured gets managed.” I'd add to that: if you don't know something even exists, you can't begin to measure it, let alone manage it!

Second, form your strategic approach. Every single function in a company has tactical and transactional elements to it—and every single function can be ONLY tactical if you let it. That's the lowest common denominator. HR can be about benefits and payroll. Sales can be about pipeline management and closing deals. Marketing can be about blog posts and SEO. A transactional focus is especially true of corporate functions like HR and Finance, but it's true of all functions. But just as every function has its tactical elements that must be attended to, every function CAN be strategic. As you settle into your new role, and as you grow into the role of senior executive and learn the First Team lesson of putting the needs of the business before the needs of your department, you will be able to start thinking more holistically about the business and how your department fits into it, so when your CEO pulls the lever that indicates they need your team to step up and lead, to be strategic on some topic, you are ready. What does it mean to be strategic vs. tactical? It's the difference between eating what's on your plate and planning out next week's menu. What are the ways in which your function can produce competitive differentiation for the business? What are the frameworks that will guide your decision‐making about resource allocation or prioritization? How can you best support the other departments in the company? Those are the kinds of things you need to master in step 2. As my colleague Dave Wilby once said about one of the teams he was managing, “We have to figure out how to be the nose, not the tail.”

Finally, look around the corner to see what's next for you and for your team. Senior executives constantly need to be toggling between different execution and planning horizons. You need to make your goals this quarter, and to make them, you have to hit daily or weekly activity metrics and milestones. But what about next quarter? Or next year? Or what happens if your company doubles in size in the next six months and is set to double again? Start by revisiting that functional competency/RACI list from step 1 and stress‐test every element of it. Ask yourself, What must be true of this line item when the company is twice its current size? While you have to develop and scale as a leader—with all that goes into that in terms of soft skills—the only way to scale yourself as a CXO is to understand what great looks like for your role at the next stage of the company's life, and make sure you don't get there after your company needs you to.

All three of these steps—mastering the tactics of your department, forming your strategic approach, and understanding what's next—are things you may be able to do on your own to a point. That said, they will all go more quickly and with a higher probability of success if you engage your CEO, your Head of HR, members of your Board, or outside mentors or coaches to assist you on your journey.