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Cultivating The Right Mindset For Growth


Lucas Martínez is the co-founder and co-CEO of Talent.com, a job search platform present in 78 countries.

For many companies with one CEO, it can be a bit lonely at the top. It can also be hard to let go of responsibilities you used to tackle that you no longer have time for and must now entrust to your new senior leadership team.

No matter the setup of your leadership team—one CEO, multiple CEOs, a full C-suite—much of a company’s success comes down to mindset.

Three heads are better than one.

During growth, clearly delineating the respective functions of the leadership team is key from day one. Trusting each person with their responsibilities and taking care not to stray into each other’s territories will help keep conflict at bay, even when problems do arise.

Leadership should quickly learn the best ways to deal with confrontation. At the top, it’s necessary to put ego aside and remember that the only thing that really matters is the well-being of the company. It’s important to know when to let things go and when to talk about feelings in order to let the steam out of any heated situations. Overcoming any challenge requires cool heads and remembering that each leader has the best intentions for the business. What’s left is trust. And trust is important.

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When everyone is aligned and a decision is unanimous, those are great moments. Typically, though, there are varying opinions and ideas. In these cases, three heads are better than one because an uneven number of decision-makers will always provide a tiebreaker, so the majority rules. It’s important, though, to listen to those who may have a very strong passion for a particular project or avenue to explore. If no one else has a strong opinion or objection about it, part of growing and keeping that adaptable mindset would include letting them try out their idea.

Coming to an agreement this way can often take time, and some might be frustrated by the inefficiency. But when it comes to making big, impactful decisions, what you lose in speed, you make up for in knowing you’re doing the right thing. Furthermore, if any leaders begin heading down the wrong road, having that uneven team at the top will help ensure someone will notice and tell them they need to change course.

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Of course, it’s always important to take stock of your decision-making processes regularly to make sure they are still working and serving the company well. If ever the arrangement you’ve developed begins to lose more value than it creates, being able to adapt to new methods will be all the more important.

Build a change-friendly environment.

Business owners are no strangers to change—it’s an integral part of the entrepreneurial mindset and enables leaders to maintain that essential frame of mind as their businesses grow.

If your way of thinking is agile enough to change your business model to suit your customers’ needs—many times over, if necessary—it will serve you well in the long run. The ability to pivot as customer needs change or when markets are in flux is essential, but it’s not always easy. It can be frustrating for your people, who might have been working on a particular product or service, to suddenly be asked to change their trajectory or focus. You must, therefore, ensure all your people understand that change is part of the company’s DNA.

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A key step in building a culture of adaptability is creating an environment where people feel comfortable having that entrepreneurial mindset. If your people feel like it’s their business, too, and that they can have that level of comfort to experiment or make mistakes without negative recourse, it will allow that quick-to-pivot aspect of adaptability to permeate the company.

As entrepreneurs, we’ll keep on pivoting until we find what works best. However, when you build a company—your baby—you have to let go to some extent. Bringing on senior people, empowering and trusting them, and letting them take ownership of what they do are essential steps during growth.

Entrepreneurs build to break. That bulldozer approach of putting your head down and pushing forward until you smash through the wall will only continue to work during periods of growth if you ensure your business is being run with plenty of trust, no ego and a high tolerance for uncomfortable change.


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