- Player: Jason Goldberg
- Company: 10x-e
- Founded: 2015
- Background: 10X-e was created by Vumela and Edge Growth. Its aim is to help talented entrepreneurs succeed by offering a high-growth support system.
- Visit: 10x-e.com
When Eric Schmidt stepped down as CEO of Google in 2011, he posted the following message on Twitter: “Day-to-day adult supervision no longer needed!”
He was referring to the fact that, after a decade as the company’s chief executive, the throne was being handed back to 37-year-old Google founder Larry Page.
The comment seemed a bit, well, snarky. It wasn’t. But it had some backstory. By the turn of the millennium, Google was attracting investors, but these investors were understandably reticent about sinking millions of dollars into a company that was located above a bicycle shop and headed by two unruly Montessori alums.
The money men were willing to invest, but not without what Silicon Valley VCs referred to as ‘adult supervision’. Founders Page and Sergey Brin grumbled about it, but eventually agreed. They started shopping around until they found the perfect candidate: Steve Jobs.
Jobs wasn’t available. But Eric Schmidt was. And the Google boys liked Schmidt. He wasn’t just a businessman — he had a solid background in engineering and tech. In fact, he had become Sun Microsystem’s first software manager in 1983.
So Schmidt’s tweet wasn’t snarky at all. In fact, it was the opposite. It was a statement filled with genuine affection for the Google founders — a tongue-in-cheek declaration that a decade of ‘adult supervision’ had officially come to a close.
As the geniality of the message implies, the partnership had worked. Schmidt and the founders had worked well together. This isn’t always the case. It can be disastrous, which is why there has been a move away from replacing the founder of a company once it scales to a certain size.
“While replacing a company founder with a CEO is certainly an option when looking to scale a business, it has traditionally had mixed results,” says 10x-e founder and Edge Growth founding director Jason Goldberg.
“Because of this a VC firm like Sequoia Capital in Silicon Valley no longer expects a founder to be replaced when a business scales. When a company loses its leader, it loses a lot of its essence.”
You Need To Cede Some Control
The poster boy for the tech-founder- turned-Fortune-500-CEO is obviously Mark Zuckerberg. Despite still looking like a boy playing dress-up in his dad’s clothes whenever he dons a suit, Zuckerberg has proved to be exceptionally adept at growing Facebook through its various phases.
How has he managed this? While he certainly has more business savvy than initially given credit for, a lot of the company’s success can be attributed to Sheryl Sandberg. Zuckerberg hired Sandberg (then Google’s president for online sales and operations) as COO in 2008, and she transformed Facebook from ‘cool website’ into ‘profitable business’. But she couldn’t have done this without Zuckerberg giving her the freedom to do so.
It’s an important example founders should follow, says Goldberg. “Growing companies need to complement existing leaders with others who have real management experience. Entrepreneurs need to make a paradigm shift when they scale. You need to accept that, even if you stay on as CEO, you are ceding a level of control. It ultimately comes down to the maturity of the founding team. Do they have the maturity to adapt to the new management context? They must realise that they don’t all bring a lot of management know-how. If they can’t make the shift, they kill the business.”
Sandberg was a great hire for one simple reason: She was a seasoned executive with more experience than Zuckerberg himself.
“A lot of growing companies hire the wrong people. If you’re looking to scale aggressively, now is not the right time to hire young people that need mentoring,” says Goldberg. “You want to hire people who can do things five times better than you can. If you’re not comfortable handing off an important task, you’ve hired the wrong person.”
Don’t Get Sucked Into The Vortex Of Day-To-Day
Growing a business is chaotic. Once you start scaling aggressively, a million things will demand your attention every single day. You will feel as if you’re drowning.
“We refer to it as ‘the vortex of day-to-day’. As the business grows, there will be more and more balls in the air, and unless you’re able to hand them off, they’re going to drop to the floor,” says Goldberg.
“You have to ask yourself: How do we, for example, have 100 sales meetings every week without the founder having to be in any of them?”
This requires that founders hire competent people, and allow them to run with things. But it also requires something else: According to Goldberg, it comes down to creating systems and processes that diminish the need for executive involvement.
At the same time, you don’t want to turn into that stereotypical organisation that depends too heavily on paper pushing and bureaucracy.
“As you scale, you hire more and more people who don’t actually care that much about the customer. It’s inevitable. At 100 people, you will have employees who never interact with the customer, and who will probably be implementing processes that irk them. A customer who used to deal with a founder will now get an email from a faceless accounts department. So you need to systematise everything from the focus point of delighting the customer. It’s very important to institutionalise customer delight.”
Strike a Careful Balance Or Risk Chaos
Here is the reality of scaling a business aggressively: Your business will lose most of the advantages it had early on. As it gets bigger, it will get slower, regardless of the systems you put in place.
“You have to consider if your company can put its prices up by 20%. If you grow quickly, your costs will go up, but you won’t yet have scale. So unless you get a lot of funding, you’ll need to up prices.”
You will, at least for a while, be slower and more expensive than much of the competition. So what’s needed is a product that is so great that customers will keep coming back, even if you’re no longer the quick and agile start-up you used to be.
“You have to strike a careful balance. Build solid systems and a good management team too soon, and you’ll burn through cash too quickly. Wait too long, and your growing company will descend into chaos,” says Goldberg. “Scaling requires you to spend ahead of revenue — but not too far ahead.”
Scaling the un-scalable
Not every business can scale. Can yours? You need to take an honest look at your company.
To paraphrase Leo Tolstoy: All successful businesses are alike. All failed businesses are unsuccessful in their own way.
Google and Facebook grew in different ways, but they were alike in one very important area: They both had businesses that were scalable.
Before jumping into the minutiae of scaling a business, it’s worth taking a moment and asking yourself how scalable your business model truly is. If your business isn’t inherently scalable, no amount of good hires or clever processes will allow it to scale.
“There are three kinds of businesses: Un-scalable, scalable and hyper-scalable,” says Goldberg. “Something like Dropbox or Facebook is hyper-scalable. Here the marginal cost of selling an additional product is virtually zero because delivery is automated.
“A scalable business is one that offers a blueprint for success that can be replicated. A franchise restaurant is a good example. Every restaurant is a profitable unit that can be operated in the same way as the previous one.
“An un-scalable business is one that doesn’t have a ‘saleable unit’ that can easily be rolled out multiple times. Many service businesses find themselves in this kind of situation. If you offer a high-level service that requires very knowledgeable (and expensive) experts, it’s hard to scale. There are many businesses like this with low barriers to entry that struggle to scale beyond 30 people because most of the skilled leaders they need would rather start and run their own businesses. Something like Uber is scalable because being an Uber driver does not require an expert skillset. However, there are exceptions. Advisory firms have managed to scale because regulation creates predictable demand, there is some regular supply of human talent and there are high barriers to entry for new players.”
Taking a company from start-up phase to corporate level is a long journey that requires a host of different skills. Very few entrepreneurs have all the talents needed to scale a business successfully.
What To Look Out For When Seeking A Mentor Or Coach
There is value in choosing a mentor or coach to help you build your business, says Dr John Demartini. Here he offers some sound advice on how to go about doing this so that you benefit from the experience.
When I was in practice I noticed many doctors attempting to build a business would seek out mentorship from management consultants, from people who have already been down that path. And there’s wisdom from learning from foresight and not learning from trial and error. But there’s a pitfall – I noticed that not everybody is able to do or sustain the actions that these consultants would suggest. Where some would follow and immediately go and succeed, there were others who would sometimes feel self defeated because they couldn’t sustain the actions that the consultants would suggest and recommend.
So a small percentage would excel and do extremely well. But there were those who would spend their money on the coaching and they’d never get anything in return. So the question is – what made the few excel with the help of a coach, consultant or mentor? And why is it that the majority of them didn’t do as well? And it boils down to how congruent the actions of the coach or consultant are with the values of the person that’s striving to build a business.
I have listened to numerous professional consultants all offering slightly different information about how to build a business. I have taken and learned from all of them. Some of them would suggest things I just couldn’t do – it just wasn’t me – and other things that I could do. And when I couldn’t do something, the coaches and consultants believed I just was not disciplined, not driven. They would imply that I didn’t have the drive… Their material works, but I wasn’t following it.
And those of you who have had the same experience will understand what I’m saying. And you need to know that the reason you don’t do what these coaches suggest is because it’s not aligning to your values. So you are labeled lazy, undisciplined, not driven. You are given these labels instead of realising that you’re self defeating because what they suggest is not congruent with your values. And so you go to different consultants until you finally find the one who matches, whose values are aligned with yours.
So it’s important to not envy and imitate somebody with a drastically different set of values. If you’re seeking a coach or mentor, make sure the coach/mentor has a value system that is closely enough aligned to yours or you will be setting yourself up to fail. Just because somebody is successful doesn’t mean if they are your coach or mentor that they will have the values that will lead you to that same form of success. You need to either shift your values to be able to succeed in their system or you need to find the mentor that aligns more with your values. Otherwise you’ll be beating yourself up thinking there’s something wrong with you when there’s nothing wrong with you. When you find the right mentor, you will take off.
So you either have to change your values to match the objectives of the coach, or change the coach to match the truth of your own values.
So the bottom line is, if you’re going to get mentorship, coaching or consulting from somebody, don’t just select the person because they’re successful. Select them because they’re successful and they have some alignment with your mission and your values. Make sure you select your mentorship and a consultant that is truly valuable to you; don’t live in a fantasy about who you are.
The Link Between Scaling, Relationship Building And Technology
It is the first solution of its kind in South Africa, this platform supports entrepreneurs to effectively establish legal foundations in their businesses for optimum growth and overall business success.
The challenges and opportunities of this new world and that the world is more connected than ever. The constraints of distance is no longer applicable and as a result business has little constraining borders. Networking is therefore still a component in key relationship building.
It brings me to my real point – in a world so busy and connected, what we cannot make more of is time and time, unlike any other commodity is invaluable when it comes to forging important relationships and sustaining them. So, if technology can break barriers when it comes to legal cost and time spent on it… why not? Especially when so many have experienced the consequences of not documenting the most important relationships in their business.
The SchoemanLaw SME Self- Service DeskTM is the ideal tool for any member-based organisation wanting to capacitate and empower members. It is an affordable and reliable online solution for start-ups and SMEs, where Users can customise and download their own contracts online and in minutes. It is the first solution of its kind in South Africa, this platform supports entrepreneurs to effectively establish legal foundations in their businesses for optimum growth and overall business success.
The following documents are examples of those available on the platform (currently hosting over 35 documents / agreement types):
- Confidentiality and Non-Disclosure Agreement (“NDA”)
- Independent Contractor Agreement
- JV Agreement
- MOI and Shareholder’s Agreement
- Supplier Agreement
- Letter Demanding Payment
- Various HR Documents and Company Resolutions
- BBBEE Affidavits (EME and generic QSE)
and many more!
Prices range from R195 and R895 per document if downloaded on a pay- as- you- need- basis or R249 / R495 per month on a subscription basis, this is over 75% less than usual rates if traditionally drafted by an Attorney. What is more, Users have the support of a Law Firm not only having created, but who maintains the platform and supports each User. We even offer customisable solutions. So, there support and a solution for any business regardless of size and industry are on offer.
The platform is easy to use, no prior legal training is required, and Users are supported through help texts, free podcasts, videos and training events. In the case of a legal incident occurring, you can consult with an attorney with the click of a button.
The platform is also ever evolving and completely customer- driven. Documents are added as and when customers request them. All the documents are also frequently updated to ensure that they align to the latest best practice. There is no need to leave your legal needs unattended ever again! The SchoemanLaw SME Self- Service DeskTM therefore ensures that SMEs are no longer invisible and capacitates them to free up time needed to build relationships, grow and scale their businesses.
Empower your business today, go to: https://www.schoemanlaw.co.za/online-legal-services/
To Survive And Thrive, You Need A Growth Mindset
The business case for a growth mindset is not what you think it is — if you’re serious about success, you need to start believing in yourself.
Any leadership and personal mastery principle that booms in popularity is ripe for misinterpretation. Growth Mindset has been hailed as one of the defining leadership principles of top international companies and is believed to be one of the core skills that will keep individuals future fit in disruptive times.
Despite its popularity and importance, many companies still think a growth mindset is about the profit growth of a business. It’s not. And if you don’t know what it really is and how to apply it, you and your business might not be around to grow at all.
Growth Mindset is about Belief in Ability
Studies that we have done at the NeuroLeadership Institute (NLI) have shown that many businesses still believe that having a growth mindset means keeping eyes towards profits and striving for business growth.
Having a growth mindset is really about the continuous belief that improvement is possible and that failures are opportunities to learn. It is much larger than the objective of improving earnings, although applying a growth mindset makes one more resilient and engaged in times of change, which can only improve earnings overall.
Another study completed at NLI revealed that there are five reasons why businesses are applying a growth mindset to drive business success.
1. Digital Transformation
The most popular reason is to stay agile in the face of technological uncertainty. Digital technologies are continuing to disrupt the way that we do business and a growth mindset is put forward as a priority to ensure businesses thrive through digital disruption.
2. Business Improvement
A growth mindset encourages feedback and continuous improvement and many businesses look to embed this when they are streamlining work streams, teams and business processes.
When organisations are pivoting they use a growth mindset in their approach to reinvention of culture, operating model and leadership challenges. The growth mindset principle of seeing challenges as opportunities and not threats has an impact here.
4. Growing up
In an effort to scale a business, organisations see the benefit of applying a growth mindset to navigate the challenges and turmoil that accompanies growth.
5. Performance Management Transformation
Some businesses interview for and reward demonstration of a growth mindset. This means that they value improvement over time as a priority.
Clearly a growth mindset has business success at the core of its value-add to many organisations. It helps businesses be more agile and engaged during change, but how does it work, and how can we cultivate it?
When faced with a challenge we either tackle it head on, hoping for positive results, or we shy away from the challenge, feeling inadequate. In the brain, this is caused by how we view the challenge. If we view it as a threat, our body reacts with duress (negative stress) and we don’t prioritise our best thinking, going into survival mode instead. But if we view it as an opportunity, our body goes into euress (positive stress) and we are energised, our body is able to prioritise its best thinking. This type of behaviour can be categorised into two groups, that of a growth mindset and a fixed mindset.
Psychologists have studied these behavioural traits and found that individuals who believe in their ability to succeed are seen to have a growth mindset, whereas people who give up instantly or constantly harp on the negative aspects of a situation are seen to have a fixed mindset. Therefore, a fixed mindset sees no room for improvement and in return devalues their ability to perform.
A fixed mindset is linked to a belief that our ability is fixed and a growth mindset is linked to the belief that our ability can be grown. The surprising finding here is that our default wiring is wired to that of a fixed mindset.
Creating a Growth Mindset
Researchers have found that to incorporate the growth mindset into organisations, leaders should focus on factors such as transparency, empowerment and development.
With the digital age that we are currently living in and even trying to adapt to daily, organisations need to constantly reinvent, improve and manage performance based on digital transformation. A growth mindset assists in the rapid changes that organisations face even on a digital platform.
For a growth mindset to be established in organisations, management needs to lead the overall process. Thus, there needs to be a shared language. To ensure that there is a shared language, managers should encourage employees to build the right behaviours, and have systems and processes in place that promote a growth mindset throughout the organisation.
This can be done by:
- Valuing and rewarding progress in others
- Focusing and highlighting learnings from mistakes and challenges
- Role modelling this behaviour.
Researchers have shown that a growth mindset can have measured benefit in organisations. An internal survey at a technology company showed that 92% of employees agree that learning is a lifelong exercise and 82% of managers displayed growth mindset behaviours. The growth mindset enhances the quality of an organisation for the greater good of future and current employees.
When calamity strikes in organisations, the growth mindset aids in seeing change not as a threat but rather as an opportunity to improve based on a positive mindset.
Shifting Away from a Fixed Mindset Approach
A fixed mindset hinders progress. For businesses to prosper, there needs to be an attitude of constant learning, even when failure occurs. There are certain things one can do to shift your fixed mindset to a growth mindset.
Firstly, eliminate any thoughts of inadequacy. Your thoughts determine your actions, therefore shift your thinking to that of a “can do” attitude. You need to recognise your potential, understand your abilities and that they can be improved, and know that stressful situations are opportunities to learn and grow, rather being a threat.
The minute you find yourself in a fixed mindset with a negative thought process, talk yourself into remembering your capabilities. Try replacing those negative thoughts with, “I know that I am not excelling in this area, but I am going to learn how to improve and come back stronger than before”.
A growth mindset is a phenomenon that you must constantly think about and instil in your daily life, both on a personal and professional level to see positive results, remembering that you are in a cycle of lifelong learning.