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:

Make People Better

It’s easy to recommend that you hire A or A+ players by using an example like the Macintosh Division of Apple, but that was hardly a startup. I will not back down from stressing the desirability of hiring A and A+ players, but I realize that a startup may not always be able to woo such people.
Then what? The answer is not to pray for funding so that you can hire proven players. This will take too long, and management usually precedes funding, as opposed to catalyzing it. The answer is that you hire minimum viable people (MVPs!) who can do the job that needs doing.
The concept is the same as Eric Ries’s “MVP” (minimum viable product). If you wait until you have the perfect product or person, it may be too late. So you hire minimum viable people, and much like improving your minimum viable product, you improve your minimum viable employee.
Think about this: no one came out of the womb as an A or A+ player.
Everyone started somewhere, so grow your own.

Consider who began their careers as interns:

Dick Cheney: Congress

Betsey Johnson: Mademoiselle

Oprah Winfrey: WLAC-TV, Nashville

Steven Spielberg: Universal Studios 

Not everyone will ultimately become a Johnson, Winfrey, Spielberg, A, or A+ player, but one of the key tasks of the art of leading is giving people a chance and making employees better.

Focus on Strengths

Hiring better than yourself means that you hire for strengths as opposed to hiring on the basis of the lack of weaknesses. A great leader hires people for their strengths and then assigns them tasks that take advantage of those strengths. And she hires people with other strengths to provide training and assistance to address the weaknesses of other employees.This enables them to do their best work as opposed to just getting by without exposing those weaknesses.
Your most important consideration is to distinguish between individual contribution and the ability to manage others. That is, you may decide to hire an engineer who is great at programming or a salesperson who is great at selling but neither of whom can manage. This is okay as long as you don’t put such people into management positions.
The usual assumption is that over time, people should move into management and provide less individual contribution. This is a bad assumption. Many people should remain individual contributors, where their strengths lie, while some great individual contributors can, and should, make the transition to management.

Address Your Shortcomings First

Good leaders address their shortcomings before they criticize others. Perhaps your deficiencies were responsible for the shortcomings of those who work for you. There’s a saying that if a manager has to fire someone, maybe the company should fire him too because the situation should not have gotten to that point.
This means you start reviews by saying, “I could have provided you with better management.” People who adopt this self-criticism strategy will improve as managers because they take responsibility for lousy outcomes. Just as important, they will inspire employees to improve too, because of a good example that they set. Note: the word is “inspire,” not “scare.”
Poor leaders often judge their intentions against the results of others: “I intended to meet my goals, but you actually missed yours.” Somehow it’s easier to excuse one’s own shortcomings than to understand the shortcomings of others.
You should reverse this outlook, and judge yourself by what you’ve accomplished and judge others by what they intended.

One win can seem to overcome the pain of a hundred losses, so celebrating the incremental successes of an organization is a powerful way to motivate employees-particularly if you emphasize team wins rather than individual ones.

According to Brenda Bence, author of How YOU Are Like Shampoo, celebrating success can have these positive effects:
Motivates your employees to work even harder.
Unifies the team around common goals.
Uplifts employees’ mindsets from ongoing tasks to a celebration.
Communicates the kind of goals that the organization values.
Builds momentum by illustrating that progress is happening.
Reminds them that they work for a winning organization.

A cautionary word about celebrations: good times tempt startups to throw blowout bashes at expensive hotels with famous entertainers. This practice is a waste of money and a bad message to employees. The operative words are “fun” and “cool,” not “extravagant” and “awesome.”
For example, the Industrial Extension Service of North Carolina State University celebrated its success at creating $1 billion of economic value by conducting a statewide bus tour of manufacturing companies. At each stop of the Manufacturing Makes It Real tour, NCSU people collected samples of products from the manufacturers and delivered these samples to the governor of the state. It was fun for the North Carolina State employees as well as rewarding for the employees of all the companies that the bus visited. This is an example of a good celebration.

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