In this week’s article, I’m setting the record straight on some myths and misconceptions founders and leaders make about culture.

It’s not HR’s job.

It’s not a policy or a document.

It is a business priority – and the founder as leader’s responsibility.

Keep reading to find out why.

Your culture is your brand. It has a direct impact on your ability to scale successfully.

In this week’s article, I’m sharing why it’s so important. How you behave, relate and engage with people sets the standard for your culture.

Culture is your company’s internal compass.

Keep reading to learn why.

As the founder of a scaleup, it’s possible that this is your first time leading a business.

How do you know what you should and shouldn’t be doing? I imagine you don’t want to handball work off to your team because they’re already overworked.

So, who’s going to do the work? You might need to get creative and open your thinking to new ways of working.

In this article, I’ve got a scenario that might help shift your mindset and create new boundaries. Click below to read it now.

For founders, doing work that you ‘must do’ is not just about completing a list of tasks that you believe are the responsibility of a founder or CEO.

It’s about what you do, and what you bring to your business, to help it scale.

So how do you know what you love to do – and not do?

This week’s article will help you assess this and answer this question for you in your scaleup. Click below to read it now.

Do you know the cost of doing the wrong work?

This is the work that takes up the space you need, to be able to do the work you must do.

In this article, I’m talking about why this is so crucial to your business and your leadership, and the process you can follow to decide what the right work and the wrong work is for you.

How often have you heard ‘communication is really bad here’?

This can be quite frustrating.

You’re trying to get on with the work, but it feels like people in the team think they’re entitled to know everything that’s going on, and that they should have input into how you do everything.

But there is always something behind the comments – keep reading to learn the signs that communication really is bad, and what you can do.

One bad employee can destroy company culture. A situation I see with clients all the time is tolerating bad attitudes and behaviour, and that includes from the leadership team!

By protecting these people (liabilities!) and trying not to upset them, you may be completely missing that tolerating this behaviour can be detrimental to the broader team.

Today I’m sharing the two main reasons this happens – and the three questions to help you let them go.

When it comes to hiring people for your high-growth business, there is a common temptation to hire the smartest people.

The smartest people are not always the right people.

Why? I’ve seen the impact and consequences in startups when the best and brightest people (typically at the highest salary levels) are the chosen hires.

Click below to find out what the impacts are and the recruitment strategies you can choose instead.

We know that hiring mistakes can be costly to your business.

The risk for founders is that the impact of a bad high amongst technology professional is felt more acutely more than other sectors. A bas Director-level tech hire costs up to quarter more than their initial salary.

How can you avoid making these costly hiring mistakes? Click below to read my article. I have 6 common mistakes – and 6 practical fixes to avoid them.

In my recent blog, I described startups as a garage band and scaleups as a jazz band. The shift is the introduction of necessary processes and principles. It’s less of a free-for-all and more about developing useful guidelines, practices, and philosophies to enable your business to scale.

In this article I’ll be discussing four key actions you can take to implement change and prevent the cracks becoming a chasm.

Who are YOU, when no one’s looking?

How aware are you that how you do what you do impacts your reputation?

How you behave when no one’s looking is a reflection of your moral qualities, your values, and your beliefs.

In this article, I’m sharing the very recent story of a founder and leader who showed his true character.

And I have three key questions for you to reflect on and consider your reputation – and how you can leverage it for your business.

I believe startups are like a garage band; corporates are like an orchestra – and in the middle phase, scaleups are like a jazz band. Some structures and some guidelines are introduced but with the freedom to improvise.

As a founder – how do you know when your business has moved from startup to scaleup? And why it matters?

I’ve worked with organisations at every stage from startup through scaleup to corporate.

Keep reading to learn more about how this analogy applies, and what it looks like in your business.

Have you ever had a member of your leadership team become disengaged?

Difficult to manage?

Not collaborative?

Losing interest?

In this week’s article, I’m sharing a case study of a situation exactly like this, and what happened when we lifted the lid on this behaviour – and uncovered what was really going on. It wasn’t what you might think.

Keep reading to find out why this leader became disengaged – and how we resolved it.

How is it that someone can become unnoticed in a workplace setting?

How is it that someone can become unnoticed in a workplace setting?

How is it that someone can become unnoticed in a workplace setting?

How is it that someone can become unnoticed in a workplace setting?

How is it that someone can become unnoticed in a workplace setting?