Successful companies typically go through a series of inflection points during their lifespans, at which points their talent requirements change. This results in lot of pain and anguish for all concerned, and frequently a change of management.
In fact Professor Noam Wasserman of Harvard Business School has done research suggesting that within three years of receiving significant investment half of founder CEOs are no longer in their jobs. This can actually be a good thing for the CEO and the business, but only if handled well by both sides.
At H2O Talent we believe that it is critical to understand the talents, aptitudes and experience of the founding team in the early stages of the business. Realistic conversations and self-assessment amongst founders prior to soliciting investment will not only assist in the capital-raising process, but also make for a coherent and successful recruitment strategy, which in turn will lead to effective implementation of the business plan.
We are trialing a new product right now where we use interviews and psychometric assessments to understand the potential of founding team members, facilitate discussions to determine how the strengths of the founding team can best be deployed, and understand where there are significant gaps that need to be filled with recruitment. This process can make a dramatic difference to the ability of the team to generate and execute a business plan.
It also means that when the business has early success and hits a point where the roles of the management team change, the groundwork is done to allow a win-win discussion between investors and founders, rather than a pitch-battle.
Get in touch with Managing Director Andrew Kable on email@example.com if you would like to discuss running this process for your organisation.