What
There’s an ugly tendency for architects to trust only themselves as builders. You’ve been hired to ‘generate revenue’, so you understandably want ownership over strategy AND execution. But, unless you’re the Founder, you’re likely not the first employee to be concerned with revenue generation. The enemy of a speedy start occurs when Revenue Leaders disregard the value of those that have come before them; owning strategy and execution doesn’t mean only you or your hires should be trusted to contribute. Ownership is not sacrificed if a team member that predates you plays a key role in the strategy or execution of your masterpiece. Whether it be the result of insecurity and hubris, or lack of trust, or just scapegoating for job security, too often I’ve witnessed new leaders proudly clean house, or passively push existing team members out to be replaced with ‘their hires’. Don’t make this mistake.
Everyone on your new team has valuable skills. It’s the responsibility of the new Revenue leader to recognize those skills, and identify where in the process they can be most impactful.
Why
Beyond ethical responsibility to do so, evaluating your new team and searching for their respective super powers makes sense because:
Economics. Of course the percentage is role specific, but the cost of replacing an employee is routinely greater than 100% of their salary.
The value of institutional knowledge. The buzzing of a startup’s frenetic pace is the deathknell to strong documentation. Have you thought about this? Have you tried that? Is there an opportunity to do this? Yes. Yes. No. The likelihood is high that a predating employee has spent hours pondering your ‘fresh’ ideas - don’t waste those hours.
How
Most high-performers are self-aware, and should be able to recognize their strengths and weaknesses. Give your team members the forum to communicate their self-assessment of strengths and weaknesses, and if they express an inability to do so, ask what they enjoy doing most - very often what we enjoy most matches what we’re good at.
Foster comfort and candor through venue selection. Avoid inevitable power dynamics that exist with in-office meetings. A walk and talk or a coffee chat should facilitate sharing. It’s important to remember that the goal is to learn about your team member, so let them do most of the talking. Ask questions, and use long pauses to create conversational space for them to elaborate.