Journey of a Serial Entrepreneur


How to get from where you are to where you want to be

5 Reasons why Teams Fail

“You will find men who want to be carried on the shoulders of others, who think that the world owes them a living. They don’t seem to see that we must all lift together and pull together.” Henry Ford

I started this series with a question posed by a reader  asking  why some teams succeed and others don’t. When I began structuring my thoughts and getting advice from more experienced entrepreneurs, the same issues kept coming up in one form or other. The core message behind all of them was the same, to get the team to work right, certain factors need to be in place along with hardwork and persistence. We have all been in teams where team cohesion is problematic, it is always an extremely frustrating experience. Hence first off, selection of team members/partners is an extremely important aspect, one that needs to be given a great deal of attention. Call it co-incidence, my post on 8 characteristics of an ideal business partner is the most visited post on this blog. However, even after you have reviewed your prospect partners using the 8 step process, there is still a likelihood of things not working out. Listed below are 5 things to look out for to measure the health of your team:

1. Mismanagement of Competing Interests: When a team comprises of many ‘star’ performers they are bound to have multiple offers on the table. When these offers begin to interfere with their performance and their  commitment to the project at hand, problems begin to arise. If these are left unmanaged they will slowly set seeds of mistrust and suspicion in other team members, this has a destabilizing impact on the entire team. It is important that these competing interests are brought to the table and are not used to leverage a team member’s position or interfere with their commitment. To read more about managing competing interests please click here.

2. Lack of Candor: The ability to communicate effectively is one of the core reasons why some teams succeed and others do not. When a team is unable to communicate their thoughts, suggestions or feedback openly, tensions arise. Being candid is every team members responsibility to themselves and to the rest of the team. This is not always the easiest path to take and many a time one will need to step out of their comfort zone to say it as it is. However when all is said and done, it is the things which are left unsaid that destroy a team from within. Set up systems where everyone is given the opportunity to speak freely and easily. To learn more about the importance of candor please click here.

3. Lack of Trust: In any relationship trust is a must, without it there is no team. In my opinion there are degrees of trust which need to be developed within a team. Expecting your team members to have 100% trust in you and your abilities from the get go is wishful thinking. Trust needs to be earned. The ability to trust someone depends on their shared core values, self confidence and risk tolerance. Mismatches in these components will result in a slow build up of trust. Low trust teams are very fragile and the slightest of hiccups can have severe ramifications. To learn more on how to build trust please click here.

4. Lack of Accountability: When team members talk more than they actually do, problems are bound to arise. Without clear objectives on what each team member is responsible for a culture for execution cannot be formed. Without such a culture certain team members may ride on the coat tails of others just to get by. Every team member must be held accountable for what he/she has been given responsibility. Inability to meet commitments, needs to be reviewed and appropriate action taken. To learn more on the importance of accountability and how to create it please click here.

5. Consistent Poor Results: If a team is consistently unable to reach targets and goals, the team and entire business model needs to be looked into. Many teams linger on even when results are clearly not being produced. This puts an enormous strain on the team and eventually leads to unpleasant defections and confrontations. This issue must be dealt with as soon as possible and strategies and tactics revised. If the team is unable to produce the results it needs, it is best to figure out how and where the team should  go from there. To learn more about how to deal with consistent poor results please click here.

The points listed above are I believe leading factors why some teams fail. One of the factors that I have not included in this series is a lack of good leadership. This is an issue that I think needs to be tackled in a separate series. Also, unlike the problems listed above this issue does not have any easy answer which says follow steps 1, 2 and 3 to help overcome the issue. Good leadership is a rare commodity. It all goes back to team selection and who is chosen to be the leader. If there is a problem at the initial selection stage then the team has a lot more to be worried about. The issues highlighted in this post are in the context where even though the team and team leader were correctly selected, the team still fails. I hope to get your comments and feedback on this series.

Related Posts:

8 Characteristics of Ideal Business Partners


Filed under: Advice, Communication, Finance, Strategy, Teams, , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Consistent Poor Results

“Waiting is a trap. There will always be reasons to wait. The truth is, there are only two things in life, reasons and results, and reasons simply don’t count.” Dr. Robert Anthony

During the course of the week I have spoken about some key factors which lead to high performance teams failing. As a culmination of all the factors mentioned in my prior posts, the inability to reach targeted bottom line results, is a leading cause why such teams fail. I was advising a young startup team a few years ago, it was full of stars. They had a fantastic business plan and worked really well together. However the business was not gaining the traction they had projected. This was causing much tension within the team. This is a time when internal conflicts begin to surface. Initially no one really talked about it, rather they hoped that things would change. Unfortunately the market they were targeting was not ready for the product they had and soon the defections started to take place. This is a story one has seen many a time in small startups, as well as large companies.

It is only natural that when things are not going well that team members begin to explore other alternatives open to them. They are justifiably looking out for themselves and being realistic about the situation. However, if the business had created a culture of accountability and candor, I believe things may have gone very differently. Firstly, when things were obviously not working, how to tweak the business model would have been brought up and discussed candidly. Secondly, with greater transparency in the team, those individuals who were not contributing or whose skills were not required, could have started exploring other opportunities without suddenly leaving the team. Lastly, if the team did work well together there could have been other opportunities which they could have pursued.

Consistent poor results are definitely a major reason why teams and businesses fail. The key word is ‘consistent’. Losses are bound to occur at some point or other in a business. However, it is when they continue to appear without any direct action being taken, that it gets serious. As a team leader one needs to continuously keep a keen eye on key metrics and regularly update members about results and problems being faced. Transparency helps leave doors open for candid discussions and gives  team members the opportunity to make graceful exits. Warren Buffet has some wise words on this matter “Should you find yourself in a chronically leaking boat, energy devoted to changing vessels is likely to be more productive than energy devoted to patching leaks.”

Filed under: Advice, Finance, Strategy, Teams, , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Lack of Accountability

Accountability breeds response-ability.” Stephen R. Covey

Starting a new business is a lot of fun. The first couple of months everyone is really enthusiastic. People are making sales calls, improving the website content, developing new marketing concepts and generally being highly productive. After the initial couple of months or even a year, there is a dip. The spark of starting this new revolutionary business begins to wear thin (unless you started something like Google). All of a sudden those sales calls are not being made and there is just not enough attention being given to the key first customers which you closed. I have experienced this in the first couple of ventures I was a part of. Whenever a routine set in, the enthusiasm levels began to drop. This then brings us to the next factor that results in the falling out of teams…a lack of accountability.

From the very onset of a business venture, clear objectives and targets need to be set for every team member. They need to be accountable for a specific component of the business. The progress on this must be reviewed periodically. I believe it is usually a lack of clear objectives that brings about a lack of accountability within teams. This is the leader’s or senior management’s fault. It is a reflection of poor leadership skills and is often taken advantage of by individuals riding on the coat tails of the effort of others. I have been  part of many teams whether it be at school or in a business, when someone or other on the team takes advantage of the free rider problem and ends up taking undue credit for the success of the team.

The components  talked about in my recent posts, such as lack of candor and trust, usually lead to this lack of accountability. When there are no clear objectives communicated to team members, and this is compounded by a lack of trust between team members, there is very little motivation to work  hard. Neglecting this aspect of a business will result in inadequate traction and eventually lead to a poor bottom line results. I will talk about that in the final post of this series. In conclusion, make sure that everyone in the team is held accountable to certain SMART goals and targets. This is essential to meet positive bottom line results and eventually succeed as a team.

Related Posts:

Execution of Corporate Strategy

Filed under: Advice, Finance, Teams, , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Lack of Trust

“Wise men put their trust in ideas and not in circumstances” Ralph Waldo Emerson

Trust is an essential component of any type of partnership,  be it business or personal. Without it, a relationship’s growth is impeded, it will in all probability remain stagnant and eventually break off. It takes a lot of hard work to build trust in a relationship, but very little effort to destroy years of accumulated trust. Looking back at the ventures I have been part of, I see that trust was definitely something created over time. However, there are a couple of factors that create the basis for this initial leap of faith and trust between individuals or a group of individuals. They are:

1. Shared Values: Before making any type of commitment, the underlying premise must be built on a set of shared core values. Core values are a set of values embedded into each individual’s system. They are the result of life experiences, culture, environment and our spiritual belief system. Hence ,when team members with different sets of core values come together the process of building trust is much slower.

2. Risk Tolerance: Everyone has different areas for the level of risk they are willing to take on, at any given point in time. Those with higher tolerance levels push forward and hope for the best, whereas others hold back and wait for the right time. When individuals with different levels of risk tolerance come together as a team, it takes a lot longer for trust to develop.

3. Self Confidence: I believe that individuals with higher levels of self confidence, have higher levels of risk tolerance too as they are positive about things working out. Whereas individuals with low levels of self confidence constantly doubt their own abilities and their plans to get it right. Individuals with differing levels of self confidence take longer to build trust.

Differences in these areas will result in trust being built slowly. Teams who have mis-managed competing interests,  not created a culture of candor in their business, will have severe problems in developing the level of trust needed to push the business forward. I believe that when there is a lack of trust in the team, team members are not able to perform at their optimal. If this problem is not handled in its early stages, the probability of members defecting and moving to greener pastures increases greatly.The key to incorporate candor into your business is to ensure that messages sent are consistent with what the business stands for. When these factors are in place one should be able to see higher levels of trust, this will eventually lead to better performance and results.

Related Posts:

5 Components to build Trust

Filed under: Uncategorized, , , , , , , , , , , , , , , , , , , , , , , , , ,

Lack of Candor

“You can’t shake hands with a clenched fist.” Indira Gandhi

I have written about the importance of candor in earlier posts. When teams are unable to communicate effectively, problems start manifesting themselves from all angles. Most start up teams comprise of 3-5 individuals who usually work in very close proximity. When these individuals are unable to speak their mind or voice their opinions, tension begins to build up. I have noticed that this phenomenon occurs more where teams are comprised of individuals from the east rather than the west. I do believe this has much to do with culture. In Malcom Gladwell’s new book ‘Outliers’ his research validates this claim, delineating how Asian cultures affect the way an individual is supposed to communicate with another. It is about not ruffling feathers and ensuring that a status quo be maintained.

As a direct result of this mindset, conflicts are avoided at all costs. This further intensifies any frustrations plaguing the team. Lets face it, no one wants to be the one to bring bad news to the table. This is more the case when the team comprises of friends or associates you have been working with for an extended period of time. The feeling that there is a lot more at stake compels us to push these frustrations deeper. As a result of this almost unnatural behavior, the competing interests I spoke about yesterday begin to surface. Alternative routes available to team members start to become more attractive and this leads to greater diffractions in the team.

Lack of candor is a serious issue, one I have personally witnessed many a time. Writing about it is one thing,  putting yourself out there and talking about this uncomfortable situation is a completely different matter. To a large extent, the development of a culture of candor is dependent on the founders or individuals leading the group. It is only when all team members are comfortable talking about these matters and are assured that their comments and feedback help the team progress, will one see greater buy in from everyone. Undoubtedly this will require stepping out of your comfort zone. The benefits far outweigh the downside in this matter. More importantly, the future of your team may depend on it.

Filed under: Communication, Teams, , , , , , , , , , , , , , , , , , , , , ,

Mismanagemnt of Competing Interests

“Wearing the same shirts doesn’t make you a team.” Buchholz and Roth

Reflecting through the past couple of the ventures I have been part of,  this was one of the things which struck me as a vital cause for a team’s eventual downfall. The issue of managing competing interests is prevalent in most teams and organizations. However in teams which include many ‘stars’, this issue gets amplified. The reason being that stars are always on the look out for new opportunities, they are approached by many individuals who want them to be a part of their ventures and they are also approached by headhunters who are scouting for senior positions. In short these individuals have many options available to them from the onset and pinning them down to work on one business is very difficult. Multiply this issue by the number of stars in the team and there is substantial work to be done by the leader.

Looking at the bigger picture, a misalignment of interests is something that start-up companies have to deal with very often. From the very beginning, founders want different things from the venture. When investors come in, they have a different set of objectives and the employees of the venture will have another set of objectives. The entrepreneur needs to manage all of these competing interests by making sure that channels of communication are kept open and as candid as possible. It is when these competing interests are kept under wraps that they tend to blow out of proportion when brought to the surface.

Therefore in conclusion we have to accept the fact, that every team will have to deal with it’s share of competing interests. In dealing with them it is important not to allow any member of the team to use those interests to undermine the positions of others or to leverage themselves unfairly. Also, mismanagement of competing interests will lead to a drastic reduction of the focus of the team member. This further amplifies the problem, and soon the team finds itself moving away from each other. With transparency the team will be able to get a better idea of how it should proceed and who should stay on the team and who should leave. This can only be possible when a culture of candor has been embedded into the team. This leads me to the next factor which is the lack of the candor.


Filed under: Management, Teams, , , , , , , , , , , , , , , , , ,

Why do some teams fail?

“The key elements in the art of working together are how to deal with change, how to deal with conflict, and how to reach our potential…the needs of the team are best met when we meet the needs of individual persons.” Max DePree

Recently a reader asked me why some teams fail to succeed even though they have all the right people in the right place. It got me thinking about my experiences with various teams, and the things that went wrong. Teams who have selected team members well, but still do not produce the results they should, suffer from fundamental problems with their structure. A couple of examples come to mind where I was directly involved with teams that had I believe, some of the best people there could be for the venture, yet failed to produce the results needed. Looking for parallels between these ventures several prominent and common factors stood out.

These factors included mis-management of competing interests, lack of candor, lack of trust, lack of accountability and consistent poor results. These factors are not just limited to teams who have the right people in the right places. I believe many teams that do not succeed witness some, if not all of these factors. However, a team which does not have the right people in the right place suffers from many other factors as well, these have to do with misaligned value systems, incompatible personality types and other selection and performance related issues. The factors described above are I believe,  primary reasons why high performance teams tend to fail.

During the course of this week I will discuss each of these factors in more detail, and outline some strategies which can be used to tackle each of these issues. In the final analysis, team work boils down to putting your ego aside and being a team member. If such a spirit is not embedded into the work ethic of a team, chances of success are greatly diminshed. I look forward to receving your comments and questions.

Filed under: Teams, , , , , , , , , , , ,

5 Ways To Be a Better Team Member

“In the end, all business operations can be reduced to three words: people, product and profits. Unless you’ve got a good team, you can’t do much with the other two.” Lee Iacocca

“Are you giving your best to the team you are working with?” All of us, who are part of any team, must ask ourselves this question periodically. It forces us to look at the larger picture, and how our actions affect it, for better or for worse. This is vital for our own personal development as well as the team’s progress. Having worked with many teams, I know first hand how easy it is to play the blame game. Team member X is not giving enough time, member Y is not bringing the value he/she is supposed to, a myriad of such thoughts constantly float in your head. We need to make a fundamental shift in our thinking, and focus on giving 100% to the team. We cannot compromise our commitment because other individuals on the team are not pulling their weight. What we can do, is become more proactive in helping other members of the team grow, as well as ourselves.

Listed below are five ways to become a better team member and help the rest of your team follow suit as well.

1. Playing to your Strengths: Understanding and playing to your strengths is a process that takes time. It is important that we start this process as early as possible. There is  much trial and error involved in this discovery process. Often, we realize our choice is not showcasing our true potential. No problem! Use the experience as feedback and move forward. To learn more about playing to your strengths please click here.

2. Being Action Oriented: Team members, customers, suppliers and investors look for people who can deliver what they commit to. This trait is common in successful people, they do not over think things, they, just do it. The concept of “Ready, Fire, Aim” is one I believe in, it has has served me well over the last couple of years. It certainly accelerates the learning process, helps you add tangible value to business, and gets you the reputation of being the guy who gets things done. To read more about becoming action oriented please click here.

3. Giving and Asking for Feedback: The art of successfully giving feedback comes with experience and time. By providing feedback you add value to the team and all of its members. There will be times when feedback will be uncomfortable and these are situations you need to learn to manage. Suffering in silence is not a smart strategy, it is one where both the team and individual lose out. To learn more about giving and asking for feedback in an effective manner please click here.

4. Being Sensitive: Being sensitive is commonly associated with weakness and insecurity in business. I do not believe this, I believe, this is an essential personal characteristic, specially one that entrepreneurs must possess. Being sensitive to the feelings of others, situations and circumstances allows you to focus on larger issues in a more comprehensive manner. Highly effective team members understand the need for sensitivity when dealing with issues which impact the entire team. To learn more about sensitivity in team dynamics please click here.

5. Paying the Price: Every team member has to pay a price when he/she becomes part of a larger entity. For a team to work effectively together, they need to reach a stage where there is price equilibrium. This creates a situation where everyone on the team has similar vested interests and are fully committed to its success. The price of being a team member consists of many elements, two of the most prominent ones are, time and sacrifices. It is critical that all team members find a balance to maintain stability within the team. To learn more about the price of being a team member please click here.

Being the best team member that you can be, is each team member’s responsibility. We have to continuously focus our energies on bringing increasing value to our organization. This may, sometimes be at the cost of your own personal goals, time and other opportunities. When you make a commitment to be part of a venture, remember, to identify the price of entering into the agreement beforehand. This is something to keep in mind when embarking on any entrepreneurial journey. Usually the price for entry is steep, by the same token, so are the rewards. Success is the result of consistent action towards identified goals. The better you perform as a team, the faster you can reach those goals.

Filed under: Advice, Teams, , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Paying the Price

“There’s a difference between interest and commitment. When you’re interested in doing something, you do it only when circumstance permit. When you’re committed to something, you accept no excuses, only results.” Anonymous

Every team member has to pay a price when he/she becomes part of a larger entity. For a team to work effectively together, they need to reach a stage where there is price equilibrium. This creates a situation where everyone on the team has similar vested interests and are fully committed to its success. Reaching such a level is a difficult process, because “price” is relative. If a team consists of 2 junior partners along with 2 senior partners should each member be paying the same price? If a team consists of 3 partners out of which 2 have sacrificed their social life should the third follow suit? I have debated this topic with a lot of people and am always surprised when I hear unique responses to some of the questions asked above.

At the end of most discussions however, there is a consensus that “price equilibrium” needs to exist in every team, it just varies according to the circumstances. Two key aspects of the price one needs to pay, to be part of a team are:

1. Time: Time is a vital and required input into an organization, majors rifts are caused in the team if this is not done seriously. Team members need to dedicate the time they have committed to. For example, if you have a partner who is assisting you while keeping his day job, it is his/her responsibility to be contribute to the team during nights and weekends. When one of the team runs multiple businesses, it is essential to demarcate time commitments according to your level of involvement. Without contributing time an individual is causing a disequilibrium and it usually has nasty consequences.

2. Sacrifices: When you embark on an entrepreneurial venture, get ready to make serious sacrifices. Building a business is not an easy task, it requires all members of the teams to sacrifice their own personal goals for team goals. Many find this difficult to do, some have lifestyles which they want to maintain and others may not be ready to give up personal goals. The fact of the matter is, if you are not ready to sacrifice your time, money and opportunities, do not join a startup. If you are part of the team and you are not sacrificing, in comparison to other members, it is time to step up.

In order to become a valued and key member of your team, it is essential that you are willing to pay the price required. If you find the price too steep, let all your team members know. It becomes challenging to keep paying out and not receiving anything in return during the early stages of your organization. Therefore it is critical to find out more about the team you want to join, before, you sign up. Find out what sort of price you are going to have to pay and whether you are going to be willing to do so. Doing this will make both your life and those of the other team members a lot simpler.

Filed under: Advice, Teams, , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Being Sensitive

“It is… axiomatic that we should all think of ourselves as being more sensitive than other people because, when we are insensitive in our dealings with others, we cannot be aware of it at the time: conscious insensitivity is a self-contradiction.” W. H. Auden

The topic of discussion today is not a subject you usually find on business blogs. Being sensitive is commonly associated with weakness and insecurity in business. I do not believe this however, I believe this is an essential personal characteristic, specially one that entrepreneurs must possess. Understanding this, is the result of interactions with my mentors, who have constantly impressed upon me the importance of being sensitive to your team members, customers and suppliers. I have seen and experienced this in my own interactions of working with several teams over the last couple of years. Being sensitive to the feelings of others, situations and circumstances allows you to focus on larger issues in a more comprehensive manner.

Being a team member will inevitably result in times when the situation requires compromise and taking action in ways you may not always be comfortable with. Reactions to such situations can often be the ‘make or break’ factor for some teams. The key factor in all of this, boils down to balance. Being either overly sensitive or insensitive, bring their own share of difficulties. Maintaining a balance between both extremes requires discipline, an open mind and flexibility. I have worked with several people who have had trouble maintaining this composure, it has invariably led to difficult situations. 

Highly effective team members understand the need for sensitivity when dealing with issues which impact the entire team. Some areas requiring sensitivity are:

1. Dealing with conflict: The manner of handling conflict is a telling sign of whether balance can be maintained between extremes. For example, an individual is in a conflict with another team mate for not contributing adequately to the team. If you were the person who brought up this issue with your team member, your tone, rationale and way of handling this issue is critical.

2. Dealing with change: Whenever an organization undergoes a structural change process, substantial friction is created. This could be when individuals are required to move out of their comfort zone. As an effective team member, it is our responsibility to ensure that everyone on the team is given enough support during this transitional period. Focusing selfishly on yourself or how this change process will impact you alone, is not a winning attitude.

3. Dealing with loss: Every organization has its share of ups and downs. It is during down periods that a team is required to come together and figure out how to fix the situation. I have learnt, dealing with organizational loss tends to bring out the ugly side of people. The fact is, no one likes to lose, but it is a part of life. The success of a team comes down to, how we react to such situations and whether we are able to handle it well collectively as a team.

I agree entirely that some people are more sensitive than others. It is important however, that everyone on the team does their best in dealing with difficult situations and individuals, with an open mind. This attitude will not only help create stronger bonds between all team members, it will also make you stronger as a person. The next time you find yourself in a difficult situation, do your best to understand where the other person is coming from as well. Always remember to treat others in the same manner you would like to be treated yourself.

Filed under: Advice, Teams, , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,