March 5, 2019

Every company needs a company nag

It’s the beginning of the year so naturally I’ve moved beyond the usual reflection and contemplation (and drinking and eating) that comes at the end of the year. Now I’ve moved to plotting and planning for the upcoming year (and trying not to eat or drink too much).

Part of plotting and planning for me means being the company nag.

This means a lot of things to a lot of people. Maybe it means turning in expense reports on time. Or that people get shit done on time. Or bugging prospects trying to get them to reply to your lame, cold email. Whatever.

For me it means constantly reinforcing the vision of our company. And nagging the company about what it means.

I’m sitting down right now to write up my usual kick off presentation for the team where I cover who we are, where we’re going, and how we’ll get there. I think it’s one of the most important things founders can do — write these three critical things down. But more important than simply writing it down is sharing it with the team. I’ve worked at a half dozen companies where I *thought* I understood the vision of the company but the founders didn’t spend enough time reinforcing it with the team. Hounding the team to make sure it was clear. That everyone understood it. And that they bought into the mission.

It’s especially important for small bootstrapped companies like ours. With big venture backed companies, you can gloss over a lot of problems with a ton of cash and bodies. Granted, those problems *will* come back to haunt you but you get my drift. Smaller companies don’t have that luxury. Every move has to be decisive, well thought out, and well executed. To do that effectively, you need complete buy in from your team.

The best way to get that buy-in? Clear communication.

Who are we?

Where are we going?

How will we get there?

(imported from my Medium blog here: