What are the best methods for building a strong management team during startup deal execution?

Creating a high performance team requires more than a collection of high performers. The foundation must be built upon inherent trust with one another. Without it, we cannot speak openly without fear of misunderstanding - thus limiting contributions to strategic dialogue. With trust, we can engage in constructive conflict - wherein the team is willing to challenge ideas in a supportive context. If we are truly a diverse group, then we should debate and embrace different perspectives that expand the possible courses of action. Consensus, not unanimous agreement, allows the group to unite behind the *best* ideas - and deliver creative solutions with stronger commitment to implementation. Public Compliance and Private Defiance is lethal.

"Team of Teams" by General Stanley McChrystal advocates for adaptive leadership in the face of complexity. It underscores the need for decentralized decision-making, fostering continuous learning, and breaking down organizational silos to enhance collaboration. Shared consciousness, driven by transparent communication, is pivotal. Resilience is highlighted through a culture that learns from both successes and failures. The metaphor of leaders as "gardeners" emphasizes the role of cultivating an environment for growth. The book urges organizations to adopt agile, interconnected structures to effectively navigate the unpredictable challenges of the contemporary world.

I consider three top attributes of leadership hires in a startup- 1) Hunger - as they need to be self motivated to hit the goals and push farther 2) Humble- they need to be coachable, willing to learn and not bring a toxic ego to the culture 3) People Smart- The candidates should know that collaboration is key, it ok to ask for help and work across the company to solve challenges.

In my experience, talent is essential, but an entrepreneurial mindset and motivation are key to navigating a startup's unique challenges. An entrepreneurial mindset, paired with strong motivation, promotes resilience, adaptability, and an ability to handle uncertainty—essential qualities for thriving in the dynamic startup ecosystem.

After 15 years investing in and advising Founding teams, I realized that while all the skills mentioned before matter, one critical factor for long-term success is how aligned the goals are within the Founding team. I’m often baffled to learn that personal objectives have never been discussed openly: grow the company as far as you can vs. sell after a few years, do it for the intellectual challenge vs. an obsession to get the product to market, etc. These objectives impact how Founders behave when the going gets tough—and it will.

•The Operations person should be your first hire, outside of CTO/CPO to help you build out a strong GTM strategy that fully encompasses everything and everyone you need to be successful. Having the right people assist you from the beginning is important, If you know certain things aren't in your wheelhouse as a leader, hire expert help for those areas first.

From my experience as CEO and Founder at Excelmindcyber; a Cybersecurity Training Program, I've found that assembling a strong management team is the bedrock of success. Diversifying skill sets, nurturing open communication, and empowering team members to take ownership have been key principles guiding us

It is critical to recruit candidates that match the culture, values, and principles required for achievement of the mission and vision. Beyond the resume with relevant expertise and the track record - I believe that you have to engage a candidate to assess character, the underlying beliefs that contribute to their reputation. References are necessary but not sufficient to discern the deeper values that determine their potential. My short list of essential traits: > Lifelong learning > Strong work ethic > Passion > Stewardship Create hiring processes reveal all of the above, and matching algorithms for skills and accomplishments must adapt to accommodate the subtle dimensions of behavior and beliefs.

One mistake many Founders make when they recruit a team is to expect the same entrepreneurial spirit. Not everyone likes to take risks, and the risk/reward is not the same for employees (even when they have stock options). I recently mentored a brilliant Founder developing an AI tool. She was able to attract a top-tier AI developer to her project. When she offered him to be a co-Founder, the AI developer refused, preferring to work for free on the side until the company raised enough money to pay him a salary.

Communication and Decision Making are two of the most important processes that must be established in order for team members to be aligned. Decision Making requires clarity of who will make the decision, who will contribute, with consideration of the importance, timing, and impact of each decision. Consensus does not mean unanimous agreement; it means every person involved feels they have had an opportunity to contribute their thoughts with confidence that the group has understood their view. Every person must support the consensus) and commit to implementing the group decision. "Public compliance" (agrees in the meeting) and "Private Defiance" (criticizes openly after the meeting) is lethal to the integrity of the group consensus.