Generalists are also found at early-stage companies where the most important thing is to roll up your sleeves. But as the company scales, generalists that do not have clear strengths are passed on for growth opportunities.
Generalists and specialists can also happily coexist.
I advise Startups to hire “athletes” for early hires. Folks who are nimble and flexible and who do well at almost anything they try. Basically, generalists.
Generalists don’t need a manual and can deal with ambiguity.
You’re right though — as startups scale, specialisation becomes a priority. Specialists, though, need much greater clarity, clear swim lanes, and an operational blueprint.
I’ve seen a pattern in startups where generalists build a team from scratch, get to the point where it has well-defined parameters, and hand over to a specialist. Then the generalists are redeployed to build the next new thing.
Always something new to build in a startup!
If Google’s search predictions (a.k.a. autocomplete) represents the human race’s collective consciousness, then you’d be convinced we’re horrible at being people managers.
Just type “my manager” into the familiar white box. …
Starting something from nothing isn’t easy. Having the foresight to build something that will scale perfectly in the future? Even harder!
Startup company offsites or retreats are often misunderstood. They’re mistaken as nothing more than an excuse for nerds to use venture capital money to fly somewhere exotic and drink Aperol spritzers by the pool.
I mean, it’s not like that’s never happened.
“In business, we can’t fake our way through big moments. Being convincing by being prepared is way easier.”
When I was 13 years old, I played the tenor saxophone.
I was rubbish.
So bad, I could blow into either end of the saxophone with no real discernible difference in sound…
In 1930, influential British economist John Maynard Keynes made a bold prediction. He outlined how, within a century, technology would advance productivity so much that people in modern industrialized countries would work just three-hour shifts, five days a week.
He was wrong.
But, he was also kind of right.
Despite what most people think, the ability to work from home isn’t a perk of a company culture steeped in trust — it’s a driver for it.
New York Times best selling author Daniel Coyle provides a valuable observation as to why.
“Vulnerability doesn’t come after trust — it precedes…
“The only way to win is to learn faster than anyone else”
Remember the time you experimented in high school? Behind the gym, with the kid selling “herbal cigarettes?” Yeah, well this article isn't about that kind of experiment!
I’m talking about experiments you can run in your business to…
If you’re a fan of the TV series, The Office, I’m sure you can relate to working with a David Brent-type character at some stage in your career. A boss who creates an uncomfortable awkwardness. A boss you cringe at any time they speak.
If you could describe them as…