Do not pray for an easy life; pray for the strength to endure a difficult one.
—Bruce Lee
As the leader of the organization, you are responsible for results, and results are the product of a culture of execution. This means that everyone delivers on their promises unless there are unforeseen circumstances. Not everyone will succeed in doing so, but the corporate expectation is ultimately achieving goals, not missing them. Here’s how to establish this culture:
• SET AND COMMUNICATE GOALS.
The simple act of setting goals and communicating them increases the likelihood that your startup will achieve them. It gets everyone on the same page and provides a day-to-day guide for what employees need to do. This applies to every task: finalizing specifications, building a prototype, signing up early customers, shipping, collecting, recruiting, finishing marketing materials . . . The list is long.
MEASURE PROGRESS.
Goals only work if you measure progress in achieving them. As the old saying goes, “What gets measured gets done.” This also means you’d better pick the right goals, to begin with, or the wrong things will get done. In a startup, you should measure and report results every week. As your startup matures and uncertainties in your technology, market and people decline, you can shift to a monthly schedule.
ESTABLISH A SINGLE POINT OF ACCOUNTABILITY.
If it takes more than ten seconds to figure out who is responsible for achieving a goal, something is wrong. Good people accept accountability. Great people ask for it. For the good of your entire organization, establish it. A person who knows he is being measured and held accountable is highly motivated to succeed.
• BE PART OF THE SOLUTION.
As a leader, you’re either part of the solution or part of the problem. This means that you’re either establishing a culture of execution or you are establishing a culture of undisciplined, unjustified optimism. Your job is to “be the adult,” set the example, and deliver what you promise too.
REWARD THE ACHIEVERS.
The people you reward in a startup are the ones who deliver. You can use options, money, public praise, days off, or free lunches—it doesn’t matter. What does matter is that you recognize achievers, not the people who are along for the ride?
FOLLOW THROUGH UNTIL AN ISSUE IS SOLVED OR NO LONGER RELEVANT.
We all like to work on the newest, hottest stuff. It’s human nature. Who wouldn’t rather be involved with the next breakthrough product instead of fixing the current one? Don’t stop paying attention to a project because it gets boring. Fixing bugs is tedium to you, but it’s not to the customer who recently bought your product.
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