War for Talent 2.0 – Why hiring now could supercharge your business – and what to do about it. – Part 1
The idea of hiring for your company right now might fill you with dread. With the economy still in turmoil as a result of the pandemic and interviews still taking place remotely, hiring represents a risk. But fortune favours the brave, and a calculated risk now could help supercharge your growth in the years to come. Over the next few weeks we’ll take a look at why and how you should be hiring now.
So you’re taking the jump and shifting into hiring right now and right here. Well done! But as you begin to define the type of person you want to join your business, it’s worthwhile pausing and planning out how you’re going to find the talent that’s going to supercharge your company growth. Let’s consider them:
Last time around, we looked at the What and When of hiring great talent – the basic building blocks. But figuring out the How is the long-term challenge for growth. Here is where leadership, expert strategy, and culture play a part.
Over the last few posts, we’ve looked at how and why now is an excellent time to hire talent and grow your start-up. But the story doesn’t end when you’ve hired your talent; the next challenge is retaining and rewarding them. In today’s tumultuous economy, talented employees may be less willing to take risks, but when the economy starts growing again, the willingness to take risks for greater rewards will return. A system which enables you to reward talent is going to stand you in good stead for retaining them – happy employees will rarely leave.
Last time around, we looked broadly at the importance of a board in the early stages of a start-up. In this blog post, we’re going to take a closer look at how you maintain control of your board. Easier said than done.
You have an idea of how your board is going to function – but next is actually hiring the board members.
Over the past few articles of this series, we’ve looked at why issues at the board hold back so many start-ups, the necessity of retaining influence on the board, and the types of positions to hire as your start-up grows. Now onto brass tacks – how do you actually run the board?
How to Exit Your Company With Maximum Value in the Future (and Accelerate Company Growth Today!) – Part 1
You may not want to be thinking about exiting your company right now, but all the best CEOs should have an exit strategy in mind – even if you’re not planning to action that strategy for many years down the line. After all, our time on this earth is short – and our time in business even shorter. In 2013, the average tenure of a CEO was nine years. By 2017, it had shrunk to just five. One out of every seven CEO retirements in the last two decades or so was followed by the forced departure of the incoming CEO in the next three years, with performance cited as a key factor. Naturally, you’ll want to leave your startup in a better place than where you found it. Over the next few blog posts, we’ll look at how best to build your exit strategy.
How to Exit Your Company With Maximum Value in the Future (and Accelerate Company Growth Today!) – Part 2
All good things must come to an end, and a great exit strategy is vital for any CEO who wants to make the future of their company safe and secure whilst boosting their personal reputation. Last time around, we looked at how accelerating company growth is key to a great exit strategy. This time, we’re going to look at how to outperform the market – and how this is going to help your exit strategy. Three tips below.
How to Exit Your Company With Maximum Value in the Future (and Accelerate Company Growth Today!) – Part 3
Your exit strategy may be a painful thing to think about, especially if your company has been built up with your own sweat and blood – but when you do action it, it needs to be tied in with your growth strategy. You also need to think about potential buyers or investors for your company. In the previous blog posts, we’ve looked at how outperforming the market contributes to your exit strategy. In this one, we’ll take a look at some tips for building a company that someone will want to buy – solidifying your exit strategy in the process. Below are three tips.
How to Exit Your Company With Maximum Value in the Future (and Accelerate Company Growth Today!) – Part 4
Over the past few blog posts, we’ve looked at how to build the groundwork for your exit strategy – accelerating company growth, outperforming the competition, and building a business that buyers and investors want to buy into. Now, it’s the final piece of the puzzle – exiting the company with maximum value.