Class 14: Advanced Team Management - Leading at Scale

Welcome back to Thinkk's course on enjoying your company. You've made it past the five-year mark, and your business is humming along. But here's the thing: what got you here won't get you there. It's time to level up your leadership game. Let's dive into advanced team management strategies that'll keep your company thriving for years to come.

The Art of Delegation: Seeing the Forest for the Trees

First things first: if you're still trying to do it all yourself, stop. Right now. The key to building a great organization isn't about being a superhero; it's about creating a system that works without you. At Thinkk, we call this the "capital allocation dance."

Here's how it works: Your job as CEO is to allocate roles and responsibilities to the different types of capital within your network - natural, technological, human, and financial. Think of yourself as the conductor of an orchestra. You don't need to play every instrument; you just need to make sure they're all playing in harmony.

The beauty of this approach? It allows you to step back and view the system from the outside. Trust me, when you're in the thick of things, staring at the trees, it's impossible to see the forest. This is why some of the world's greatest CEOs, like Logothetis of New York City, spend six months of the year removed from their firms. It's not about being lazy; it's about gaining perspective.

Remember, great management and decision-making is more about the quality of decisions than the quantity. So give yourself the space to make those high-quality decisions.

The Bezos Playbook: Disagree and Commit

Now, let's talk about decision-making. Jeff Bezos, the mastermind behind Amazon, has a brilliant concept called "disagree and commit." Here's how it works: When two well-thought decision makers disagree on a course of action, they're encouraged to concede to the other in a spirit of collaboration.

You might be thinking, "But what if I really think I'm right?" Here's the kicker: You may not always agree with the other person, but you know they have a history of good ideas. Sometimes, it's better to trust your teammate's judgment, even if you don't agree with their analysis. This approach fosters a culture of mutual respect and keeps the company moving forward instead of getting bogged down in debates.

But Bezos's wisdom doesn't stop there. He's also big on letting senior individuals talk last in meetings. Why? Because if the big boss speaks first, everyone else clams up. By letting lower-seniority folks speak first, you create an inclusive culture where everyone feels their ideas matter. And let's face it, sometimes the best ideas come from unexpected places.

One Size Doesn't Fit All: The Art of Flexible Decision-Making

Here's a trap I see many managers fall into: trying to standardize everything, including decision-making. But here's the truth: not all decisions are created equal.

Bezos emphasizes the importance of different decision-making processes for different types of decisions. If a decision is easy to reverse and has minimal effects (what he calls a "two-way door"), leadership should emphasize speed. Make the call and move on.

But if a decision is difficult to make, has extreme consequences, and is hard to undo (a "one-way door"), take your time. These are the decisions that deserve heavy deliberation.

The Open Door Policy: Cuban Style

Mark Cuban, the billionaire entrepreneur, has an interesting approach to leadership: he gives his personal phone number to everyone on his team. And here's the funny part - the more he gives it out, the less it rings.

Why? Because it creates a culture of trust and open communication. When your team knows they can reach you if they really need to, they feel empowered to handle things on their own. It's counterintuitive, but it works.

The Power of Inclusive Decision-Making

At Thinkk, we're big believers in getting everyone's input before making major decisions. Here's our process:

1. Gather opinions from everyone who'll be affected by the decision.

2. Ask for their best advice on how to increase effectiveness.

3. Share that you've consulted experts and have a recommended course of action.

4. Ask for thoughts on this path.

5. Make it clear you don't want to make decisions that will be seriously opposed or disadvantage anyone.

Does this take more time? Absolutely. But here's the payoff: 95% of the time, just by showing this level of commitment to leaving no one behind, the company will be better off. When you do decide to do something, everyone moves in sync, instead of half adopting and half fighting the change.

Leading from Behind: The Power of Pushing

Here's a mental image for you: When you're moving your company in a new direction, don't be the leader who points and says "go that way." Be the leader who gets behind the train and pushes it forward with the team.

This approach does two things: It shows your team you're in the trenches with them, and it allows you to see and address any obstacles that come up along the way.

The Long Game: Succession Planning

Now, let's talk about something that makes a lot of founders uncomfortable: succession planning. I get it. This is your baby. You've nurtured it from nothing. But if you want your company to outlast you (and I hope you do), you need to start thinking about who's going to take the reins when you're ready to step back.

Start identifying potential leaders early. Give them increasing responsibilities and see how they handle them. Invest in their development. Remember, a strong succession plan isn't just about having a replacement for you - it's about creating a pipeline of leadership talent throughout your organization.

The Final Word

Advanced team management isn't about having all the answers. It's about creating an environment where great ideas can flourish, where decisions are made thoughtfully, and where everyone feels invested in the company's success.

Remember, at Thinkk, we believe that the best leaders aren't the ones who do everything themselves. They're the ones who create systems and cultures that allow others to excel.

In our next class, we'll be diving into exploring new opportunities for your mature business. Until then, take a hard look at your leadership style. Are you still trying to do it all yourself? Are you creating space for others to shine? Your answers could be the key to taking your company from good to truly great.

Your company has made it this far. With these advanced management strategies, you're setting it up to thrive for years to come. Now go forth and lead... by stepping back.