Posts Tagged ‘interim’

“Running Interference.”

Posted: June 11, 2019 in Running interference
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Running interference is a term taken mostly from american football where team players deflect the opposition in their attack to stop the ball carrier as they attempt to make the home run. running interference4I use this term in the start-up/scale-up world when people that I meet when networking ask me what is it that I do … I tell them “I run interference” on behalf of my clients when retained for that purpose.

This will normally open up a discussion as to what I really mean by that phrase, a bit like the quote “We are the Pros from Dover” taken from the movie “Mash”. Experienced business professionals from the technology world will know what I mean but younger entrepreneurs from the emerging technology world will be less sure. That is the point of course “when you don’t know what you don’t know” when trying to navigate the shark infested pool of founding and building Tech start-ups.

Its a pool of knowledge and insight gained over decades of working for US vendors in the big game and then founding and building technology companies from scratch in the good and bad market times. You tend to get perspective on the right moves and people from years of “shedding layers of skin” from going through the process of winning and losing in the UK and Silicon Valley. We are often pigeonholed as advisers, coaches, consultants maybe even the dreaded mentors … I suppose there may be a combination there. But what sets me apart is the blend of experience, strategic thinking and accelerated tactical implementation that moves the needle on whatever challenge you are currently facing.

A lot of my work is based on accelerating access to market, entrepreneurs always need that first big deal or partnership to reference from and cement them into the market with some credibility to continue. running interference2How do you do that? … well while you have had you’re nose to the grindstone, I have had years building a trusted network in London, this gives many entry layers to quickly research where best to position you’re attack. This combined with the weight and experience I add as to how to frame the hook that will get a reaction and opens up options for you to explore.

Sometimes it can be just as important not to talk to certain people as to chasing to meet what appears to be high profile people that can aid you’re progress. But “how do you know who is good or bad”, some that will suck time and life, maybe even money out of you’re precious venture. Well that is also about having time and experience to “understand the jigsaw” that is the multilayered emerging technology market in London. I have come across most of the challenges you are taking on for the first time, numerous times in fact, it develops an instinct in you for what feels right.

So I hear you ask … why are you not off investing, a venture capitalist, being a Non Exec, Government adviser, charity work, even retired like the rest of your peers. running interference1Well much as I don’t want to build another start-up company of my own, what still gives me a thrill is breaking markets with new technology, especially if it means taking on and beating the incumbent global vendor players. Its about doing business and deals that people don’t think possible on your wits with limited resources, “that’s the win”.

Stressed … First time out ….. team leader or manager … P.O.D.C.

Posted: February 23, 2015 in Translate into action
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I hear it all the time, company scaling fast, maybe 200 + people on board or even 1000+,  3 or 4 years in. The functional teams are growing and need managing more closely, You are good at your job, getting good reviews and now prime to be given that first non task orientated management role. Even if it is only 2/3 people, maybe some older than you, you were promised training, but what with the growth and pressure of work the company has not managed to get round to that yet. So you are a little lost, a nice person, well liked, maybe even a good communicator, but in reality now really worried about how to handle all this.

Well the first thing is not to stress too much or panic, the company has failed you a little here, even if they have been great in most other areas. Let them know in a professional manner, nothing over the top, that you really could do with a basic principles of management course. Either bought in to be run in-house or which I think is better offsite, with other company’s people so that you can share experiences together. In the interim pick up some of the better known handbooks on management, the difference between task and people management. There is no shortage on-line or off or recommendations, Peter Drucker’s “The Effective Executive” is a good start, this stuff tends not to date.

So what is this PODC in the headline? Something I was taught over (well let’s not say how many) years ago when I was in my first team leader role in a multinational telecoms company. I too was a young sales hotshot, dumped into the role because of my outstanding sales results, not a grounding for management, as I was a killer loner, which is why I usually won. Luckily they did train me, as was the nature of big companies in those days, with some of the best trainers in the business. PODC has stayed with me across the years from managing small or large 100+ teams in big established companies to whole companies as Founder/CEO of entrepreneurial start-ups.

It is a very simple framework for most things that come across your desk when you are moving at speed and juggling balls..

PRIORITISATION: Set out the key things that you want to achieve, the must haves over the next month or quarter that you can hang your hat on as success in relation to how your particular organisation makes up the count.

ORGANISATION: Set up you team’s resources to be able to deal with the priorities you have set. Work with the team to discuss what they are being allocated and your expectations of how they will approach their tasks and allocation of their time.

DIRECTION: Now walk the talk, management is about communication and support of the team to help them exceed their targets and make them feel good about the process. Don’t shy away from conversations if someone is struggling or going off at a tangent, keep talking and inputting.

CONTROL: Measurement and a checking process is a constant to keep moving in the way you want the team to grow and win. Results positive or negative are valuable, so gain ongoing feedback as well as the ultimate scores at the end of this particular set of tasks. Then reflect and do it better next time.

There is a lot more to this as you can imagine and years of experience help, but it is good place to start and hang on to when the whirlwind seems to engulf you, always good to return to base and map it out, your people will thank you for it.