![]() until a VP or SVP or CRO or whomever might be brought in above you. This is one I was never great at, but as a first-time manager, ask how long you get until you are “topped”, e.g. Learning the 5 things you could have done better last quarter? Tough to hear perhaps, but also priceless if you can find a way to not take it personally. But the more senior you get, the fewer pats on the back you’re going to get when you ask for feedback. Criticism with a caustic bent is never truly helpful. The 5:1 / 10:1 rule (5-10 pieces of positivity for every 1 piece of criticism) is a good golden rule for line management. But the best managers thrive on criticism. This is hard for all of us, this author included. And remember, if you haven’t worked directly for a founder before, that they are … different. Instead, focus on the fact that she hired you and believed in you. Often, their bosses haven’t done it either. First-time managers often have idealistic expectations of their bosses. Understand Your Boss Likely Isn’t Perfect.Asking for help is not a sign of weakness. Not on everything, but even as often as once a week. But they do expect you to ask for help when you need it. You are not hired as a first-time VP or manager to know everything. This is #4 on our list, but probably the most common mistake. An unstructured, weekly 1-on-1 is one of the best ways to collaborate, raise concerns - and build trust. Force your boss to do one with you (nicely) if she/he doesn’t do them. ![]() And if they don’t know a good one? Go find one for them. Maybe reserve 10% of their salary and/or 2%-5% of their option grant for their mentor. And founders - reserve some shares and a few dollars to mentor your stretch VPs back. We all need mentors, but especially, first-time managers. Instead, simply identify challenges and mistakes as early as possible, and just come up with an action plan. As part of an owner comes the rule of No Excuses. ![]() But the #1 reason a VP is hired in a start-up is to be an owner. ![]() Excuses actually work fairly well in Big Companies, because it’s often not exactly clear who is responsible for many things in large organizations. This is probably the rookie error most first-time managers make, and many second and third-timers as well. □ I thought I’d share 7 actionable tips to help you if you’re getting your first big shot now … More on that here.Īnd as part of that, I see a lot of ambitious, driven first-time managers screw it up. The reality is, most start-ups are better off with a Stretch VP than a Never Did It But Has a Great LinkedIn VP. One privilege I get as part of mentoring and investing in a few dozen startups is a chance to work with first-time managers. ![]()
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