Q. How has your leadership style evolved, given your experience running several companies?
A. You can manage 50 people through the strength of your personality and lack of sleep. You can touch them all in a week and make sure they’re all pointed in the right direction. By 150, it’s clear that that’s not going to scale, and you’ve got to find some way to keep everybody going in productive directions when you’re not in the room. And that, to me, is a huge amount of what it means to manage. But I went to Harvard Business School and that never occurred to me the whole time. And I’d started a bunch of companies and never gotten to that understanding, even with one company I had that I did take up to over 200 people.
Q. So give me an example of what you did to change that.
A. I’d turn people into C.E.O.’s. One thing I did at my second company was to put white sticky sheets on the wall, and I put everyone’s name on one of the sheets, and I said, “By the end of the week, everybody needs to write what you’re C.E.O. of, and it needs to be something really meaningful.” And that way, everyone knows who’s C.E.O. of what and they know whom to ask instead of me. And it was really effective. People liked it. And there was nowhere to hide.
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