Alex Song’s Post

I think the time is right!!! Over the past couple months the Tenure team (Christopher Carson, PMP®, CDMP®, David Reynolds) and I have been working our butts off getting us ready to launch with our pilot customers. It hasn't been an easy road (what startup is easy), delays, personnel changes, internally sourced dev to outsourced and then quickly back. But we are here! We are ready to crush it. With that being said, I think it is time we started building out our mentors and advisors to help us learn and execute at a rate no one has seen before. So, if you know folks in the following areas that would think would bring tremendous value to Tenure please comment below, tag them and I will shoot them a DM. 1. GTM Advisor/Growth Mentor (US focused, B2B, HR Tech, Fintech) 2. Compliance Advisor (Fintech - US/Canada) There may be one or two others but these are the 2 we want to bring on in the short term and work with them to decide on the next advisors to bring on. Saad Khan Molly Willats Kelly Fryer Fintech Sandbox Jan Christopher Arp Chris Greenfield DMZ Rob Baldassare Philip Barrar

People tend to see thriving founders and think they're overnight successes. The reality is it's been a decade in the making. 👉 I failed in my CA career path when I realised it wasn't what I wanted. 👉 I've had failed businesses. 👉 I've hired the wrong people, launched the wrong product, secured the wrong investments etc. Because the truth is that founding a company, trying to get funding, and being responsible for enabling a team of people to feed themselves and their families is enormously stressful. And that's just the tip of the iceberg. But this isn't about throwing a pity party. It's about growing up and taking accountability. If you don't learn, you'll never succeed.

Failed founders often emerge as A-players. Here's why: - They have something to prove.     - They not only embrace responsibility but thrive under it.     - They have experience from 0 to 1.     - They are humbled by failure and will likely be more careful.     - They are generalists who can swiftly move into any role as the business needs them to.     - They need time to lick their wounds after the failure and will likely be receptive to offers.     Great roles for ex-founders include COO, Chief of Staff, Head of Biz Ops, and Growth. Who is working on a platform where such talent can be discovered?

Hiring for humility is the startup secret weapon. But it’s often misunderstood. Here is what you should know: 1️⃣ Hiring for humility can help startups to be more adaptable: Humble people are more open to feedback, learning and change. This helps startups to be more adaptable in a fast-paced and unpredictable environment. 2️⃣ Hiring for humility can lead to a more diverse team: Humble individuals are more likely to listen to and consider different perspectives, leading to a more diverse and inclusive team. 3️⃣ Hiring for humility can improve the company culture: Humble people are more likely to be team players, which can improve the company culture and create a more positive work environment. 4️⃣ Hiring for humility can help enhance the company's reputation: Humble individuals are more likely to be ethical and responsible, which can help to improve the company's reputation and attract customers and investors. 5️⃣ Hiring for humility does not mean hiring for weakness: It does not mean that you should hire people who lack confidence. Instead, it means hiring people who are self-aware, open to feedback and willing to learn and grow. 6️⃣ Hiring for humility does not mean hiring for a lack of ambition: Humble people can still be ambitious and driven. They just don't let their ambition get in the way of working well with others or taking feedback. 7️⃣ Hiring for humility does not mean hiring people with low self-esteem: Humble individuals have a healthy sense of self-worth and self-respect, they just don't let their ego get in the way of working well with others. 8️⃣ Hiring for humility does not mean sacrificing excellence: Humble individuals are still capable of doing excellent work and achieving great results, they just do it in a way that's collaborative and respectful of others.

As a manager, it is important to remember that everyone wants to progress with a company in different ways.  Some employees will want to stick with the traditionally known idea of upward mobility in a company, and will expect to eventually manage a team under them. However, there are many individuals who prefer to work alone, and will never want to manage a team of people. And that is okay! There are many different paths to success, and learning what people prefer helps keep your team uplifted, energized, and feeling like they are valued. 👆 #recruitment #businessdevelopment #accounting #womanownedbusiness #pittsburgh  #tech #startup

Amazon founder Jeff Bezos has a no-nonsense take on handling team disagreements… Some key insights from this clip with Lex Fridman. 1. If a team member has a different idea that he initially disagrees with, he doesn’t shut it down outright. Instead, he engages in a discussion and weighs their perspective. 2. Sometimes, the person closest to the problem has the best insight. Bezos knows this and often lets them take charge, recognizing that they understand the situation best. 3. Once it's decided, it's all hands on deck. No “I told you so” or second guessing. It’s more of being a team player and working to make things successful. 4. Bezos isn't a fan of settling just to avoid conflict, especially if there’s a right answer out there. Like, if you're guessing the ceiling height, don't just split the difference – find the real answer. It’s about digging for the truth, not just taking the easy road. Bottom Line for Entrepreneurs: • Embrace different ideas, make a call, and then fully commit to it. • Trust your team, especially those handling the issues directly. • Back your team's decisions once they're agreed. • Look for the real solutions, not just the easy compromises. Full vid here: https://lnkd.in/gZFjVgvp

𝐖𝐡𝐚𝐭 𝐢𝐬 𝐭𝐡𝐞 𝐚𝐯𝐞𝐫𝐚𝐠𝐞 𝐭𝐞𝐧𝐮𝐫𝐞 𝐨𝐟 𝐚 𝐬𝐭𝐚𝐫𝐭𝐮𝐩 𝐨𝐩𝐞𝐫𝐚𝐭𝐨𝐫? ANSWER: 26 MONTHS Last week, I asked how long you thought the average tenure of a startup operator is. I instinctively knew it was short, but never knew the "real" number. So I had all 750+ Operators Guild members' LinkedIn profiles analyzed by role, title, and time spent in that role. With high growth and high disruption, comes high volatility, high risk, and high churn in startups. To be a professional operator, you need to be a professional job seeker. At early, high-growth startups, there are a dozen reasons why making it to the “4 year” full stock option vest is unlikely (<15% probability). If you take away anything from this data, it’s that part of being an operator is being proactive about positioning yourself for your next role. 35% of Operators are looking for a job at any point in time. For this reason, I feel talent services (both those who are talented and looking OR those looking for talent) is one of the most valuable offerings we can offer our members at the Operators Guild. I’m super excited to announce the launch of OG Talent - matchmaking the best operators with roles and jobs across full-time and part-time (fractional, consulting, interim, advisory, board) More info is coming soon. If you’re a talented operator (CFO, COO, Biz Ops, Strategy, RevOps) - welcome home Operators Guild. #operators #jobs #chiefofstaff #cos #coo #salesops #revops #bizops #bizstrategy #strategy #operations #CFO #president #CEO #founder #operationsmanager #operators

Skills required for different roles can vary greatly. However, as founders, we often expect a single individual to step into these roles, often with minimal ramp-up time. I’ve made these mistakes. There is a parallel to riding a OneWheel while pulling kids in a wagon AND simultaneously flying a drone: 1️⃣ Riding a OneWheel demands balance, agility, and a sense of adventure. In business, some roles necessitate quick adaptability, problem-solving, and the ability to navigate through uncertain terrains. 2️⃣ Pulling the kids in a wagon calls for patience, multitasking, and caregiving skills. In business, individuals in this role are those who can nurture customer relationships, provide support, and maintain smooth operations. 3️⃣ Flying a drone requires precision, technical knowledge, and a keen eye for detail. In business, individuals in this role are the ones skilled in managing technology, driving innovation, and making data-driven decisions. Now, consider if we expected one person to excel in all of these roles - the results might be far from ideal. As your company grows, roles need to be carefully carved out. Success in any organization is a collaborative effort, and founders need to assemble a diverse team with a variety of skill sets. Founder roles shift towards building a thriving and efficient team with complementary skills, fostering collaboration, giving them the resources to succeed, setting high-performance standards for each, architecting the vision and a path forward for organizational success. Have you ever hired someone for multiple roles, only to realize that they should be separate positions? Or have you been brought in by a founder and found yourself filling multiple roles with unrealistic expectations? #Teamwork #Hiring #entrepreneurship #startups #startup

The most amazing tool for all hiring , team fitment, training, growth , leadership decisions. InnatePro Analysis Guidance system #innatepro #hiring #careeradvice #traininganddevelopment #corporate #msme #startup #business

This is a perfect example of corporate attempt to control. "Entrepreneur", control their future competitors by misleading real facts by twisting the factual meaning of words. "Be an empathetic leader", empathy is understanding it is not caring (sympathy, a feeling). And distorting the use in the same paragraph "human cost associated with financial decisions". In other words, its ok to replace a long time, dedicated, loyal employee with a robot or computer program for their financial gain, human cost vs human pain, that isn't caring about the "team", it's putting a dollar sign on people's emotions. "Trust" and Respect is earned, not deserved by a "Leader". "growth personally and with the company", personally is personal and not a company's business, except to control their lives. I should be able to take a break from my work when I clock out, go home and relax have some fun and feel the security of knowing my job will be there in the morning. Not replaced for the financial benefits of a company. All put on an advertisement agency, not on a real news agency or real video of correct facts. Corporates way of billboarding their propaganda.