A Series B startup had the potential for dramatic growth but needed all co-founders to “reinvent” themselves and strongly align to handle that growth. The co-founders knew that if the organisation were to hit hyper-growth, they needed to step up; there was no way that they could carry their business into the next stage of its evolution until they aligned their priorities and created a dynamic of deep trust and reliability.
Each leader needed to upskill – in delegation, accountability, conflict resolution, and communication – as well as working to support each other’s development in order to create a stronger co-founder team. Each founder had a radically different personality, and in order for the company to flourish, the team needed to find a way to leverage these differences, rather than resist them.