Deadlocked? Use “Forced Empathy” to Resolve Conflicts and Strengthen Your Startup Team
Startup environments are high-stakes. Team deadlocks can undermine progress and morale. Make the wrong decision, and that could be the end of it all. This post discusses “forced empathy,” an active perspective-taking technique to break deadlocks by encouraging team members to advocate for each other’s viewpoints, fostering trust and collaboration, and guiding teams toward sounder decisionmaking.
Photo by Timur Weber from Pexels.
Welcome - I’m a hands-on fractional COO (Feldspar, FreshAhead, Synervoz), sales coach (Microsoft), and mentor (Alumni Ventures, High Alpha). Over 20+ years, I have applied my growth and operations experience to help dozens of startups (Axiom, IAN, Spartan). I’m always excited to discuss thoughts and ideas to help founders grown and build their businesses.
Introduction
In the high-pressure startup environment, decision-making is often a team sport. But what happens when team members are at an impasse? Finding common ground can feel impossible when emotions run high and positions become entrenched. This type of deadlock doesn’t just slow progress—it can increase tension and erode trust, undermining the psychological safety needed for an organization to perform at its best.
Fortunately, there’s a simple and powerful tool from the world of mediation to help teams break through these roadblocks: perspective-taking. By asking each party in a dispute to advocate for the position of the other party, startup teams can reduce emotional strain, foster empathy, and make better decisions. By building this organizational muscle, you’ll increase the odds of building and sustaining a successful startup.
Key Takeaways
Psychological biases, such as confirmation bias and blindspot bias, can entrench team members in their positions, leading to deadlock.
Perspective-taking, or “forced empathy,” helps break deadlocks by encouraging team members to engage with and appreciate opposing viewpoints.
Anyone can follow a step-by-step process to bring perspective-taking to team conflicts, setting the stage for open dialogue to co-create a better path forward.
We can overcome issues that keep perspective-taking from being effective by watching out for and acting on these challenges.
Why Deadlocks Occur: Understanding Psychological Biases
In fast-paced startup environments, the pressure to deliver is intense. I’ve written elsewhere about understanding and keeping the business’s customer-driven purpose in mind.
That is always the company’s true North.
When team members put the customer first, organizations avoid many issues (inter-departmental competition, for example). Suppose team members are taking positions that are clearly inconsistent with this goal. That’s an easy case: Leaders can flag and correct the misalignment. There are going to be other cases, however, where there are multiple competing ideas aligned with providing customer value. So an easy fix may not be available when a conflict or impasse surfaces.
Read also: Overlooked Traits of Successful Startup CEOs
People might feel that they’re right and lose sight of the possibility that might not be true. They might be absolutely correct or flat-out wrong. There could be multiple equally good approaches. Or they may be partially correct. Maybe their ideas could be additive to a different approach. Whatever the case, developing a hardened view that there’s one clear best way, theirs, will be a problem if someone holds onto a conflicting viewpoint just as tightly.
One problem with this is that the best problem-solving entails evaluating several options before committing to a path forward. Someone trying to steamroll others with one idea undermines that process.
It may help to be aware of the biases--psychological phenomena--that get us into these binds. Take confirmation bias. This is when individuals seek information supporting their beliefs while dismissing evidence contradicting them. Cognitive dissonance is the discomfort we feel when holding conflicting ideas. It’s a challenge for human beings to be open to competing possibilities. Another significant barrier is blindspot bias—the tendency to recognize biases in others but not oneself. Blindspot bias also leads individuals to view their perspective as more rational or objective than others, making it harder to resolve a deadlock.
Read also: We need more “AND” thinking ...
So what happens if we can’t disrupt these tendencies and open the door to a constructive dialogue that begins with considering and thoughtfully evaluating different alternatives before deciding on a course of action?
The Power of Perspective-Taking in Breaking Deadlocks
When biases and strong convictions lead to deadlock, perspective-taking can be a powerful strategy to get unstuck. Unlike passive empathy, perspective-taking is an active process where one team member is asked to “step into the shoes” of another—to fully engage in their viewpoint by attempting to solve the problem or argue the case from the other’s perspective. This method, also called “forced empathy,” encourages team members to temporarily set aside their positions and genuinely explore the opposing side.
This approach is effective for several reasons.
First, the participant gains an understanding of where the other person is coming from and may gain a greater appreciation for why the other person is feeling the way they are. Second, perspective-taking may reveal overlapping interests. Third, they may discover value in aspects of the other’s position independent of their perspective.
With this recognition, an adversarial relationship may soften up. When each person gains a deeper understanding of the other person’s motivation, and they deepen their connection through the dialog, it becomes easier to appreciate and discuss their respective ideas.
Read also: More Overlooked Traits of Successful Startup CEOs
Beyond resolving an immediate issue, perspective-taking builds trust and open-mindedness within the team. The process becomes a habit, making future deadlocks less frequent and fostering a team culture that embraces diverse viewpoints as a source of strength rather than conflict. One strong characteristic of someone who frequently operates in this way is curiosity. When they learn about a position that differs from theirs, they don’t get defensive; they get curious and want to learn more about the other person and how that person arrived at their position.
How to Implement Active Perspective-Taking in Team Conflicts
A forced empathy exercise will be beneficial in a deadlock situation where two people are really dug into their positions. Tapping into perspective-taking to resolve the impasse isn’t rocket science, but there are a few key steps. Here’s a four-step guide startup leaders can apply to shift to a more creative, constructive conversation.
Set the Stage for Dialogue
This is a big one. If there’s strong trust and rapport on the team, remind the participants of this. Emphasize that we’re all in this together and here to challenge and support one another in the pursuit of shared business goals.
If it isn’t a high-trust environment, remind everyone of what they have in common. Set a positive, collaborative tone. Remind team members that the goal is not to “win” the discussion but to explore perspectives and potential paths forward. Encourage all to be genuinely curious and open.
Have Each Party Actively Advocate for the Other’s Viewpoint
The exercise is straightforward. Ask Participant Number One (“Kelsey”) to represent and advance Participant Number Two’s (“Rafael’s”) case. Kelsey needs to engage actively with Rafael to be sure she understands him, his ideas, and his arguments. If the impasse were about allocating budget to Rafael’s department, for example, Kelsey needs to try to solve the problem Rafael feels he is facing. Kelsey must fully present Rafael’s case. Another way to think about this is that Rafael is Kelsey’s “client.”
After you do one round of this, switch roles and repeat.
Read also: Essential Leadership Skills for 2024: What They Are and Why Every Leader Needs Them
Identify Overlaps and New Insights
The exercise will help to build rapport between the two participants, and it may be enough to break the logjam and get the conversation flowing. A forced empathy exercise often leads to the realization that the other person’s view isn’t just “opposition” but has value. The intervention may lead to brand new insights or a greater appreciation for concepts on the table.
If the team struggles to move forward after the intervention, you can add more structure to the follow-up. Once each side has actively advocated for the other’s viewpoint, ask both parties to identify areas of overlap or alignment. This could include shared goals, customer-centric objectives, or underlying motivations that both support. Ask team members to highlight elements of the other perspective they hadn’t considered. Then, encourage team members to discuss these insights, gained from the exercise.
Co-Create a Solution
With biases softened and common ground identified, the team is primed to work together on a solution for moving forward. The solution could take any form. It might be one of the original points of view, a modified version of one of them, or an entirely new, third approach. Encourage team members to engage in this step creatively. This step builds toward an actionable solution by considering alternatives through a cohesive team dynamic.
Common Challenges in Active Perspective-Taking—and How to Overcome Them
While active perspective-taking can be a powerful tool for breaking deadlocks, it isn’t always easy, especially in high-stakes startup environments where strong opinions and emotions can run high. Here are three common challenges in applying perspective-taking and strategies to overcome them.
Challenge 1: Resistance to Considering the Other Viewpoint
Sometimes, team members may feel reluctant to fully engage with the other’s viewpoint. Tap into the reluctant teammates’ competitive spirit and intellectual drive. Define “winning” as vigorously representing their counterpart. Challenge the unwilling participant to see if they can find the gold in their colleague’s position and get it across to the team.
Read also: Why Startup Founders Need Thinker-Doers for Their Teams
Challenge 2: High Emotions and Tension
When emotions run high, productive dialogue might feel impossible. If tensions have escalated to a boiling point, consider a “cooling-off” period. Don’t even try this exercise when the heat is too high. Revisit the issue once emotions have subsided and folks have had time to reflect. I’ve seen people come around during a timeout, avoiding the need for an intervention. People sometimes re-engage more productively when they’ve had the chance to reset.
Challenge 3: When Deadlock Persists
Even when team members engage in good faith, entrenched positions may not shift. People may tell themselves, “This is all fine, but I’m certain I’m correct.” Pausing to do some homework may help. It’s okay to theorize what approach might be best, but if there’s tangible data you can get to help evaluate proposed approaches, go get it. What does what you learned mean, and how does it help you pick your path?
If there isn’t tangible data you can easily access, all is not lost. Consider additional ways to acquire tangible information to help determine the superior approach. For example, can you design and run small experiments to gather data informing what option might be better?
One founder I worked with had a very stressful Board meeting the other day. Two groups had formed with different theories for the company strategy about what market to target first. This had implications for product development and the company’s fundraising approach.
After a lot of talk about a future nobody could predict or know with certainty, it became clear that there might be small tests that the company could run to get some data offering a glimpse of the potential future. They would arrange five prospective customer meetings and test different assumptions tied to the two competing strategies to see if what they learned tipped the scales to one side or the other.
That might provide enough information to choose a route, or they could follow it up with another test.
Read also: Defining our Terms: What is a Fractional Leader Anyway?
Conclusion
Implementing active perspective-taking as a standard approach to resolving conflicts can have lasting, positive effects on your startup. When team members regularly engage in “forced empathy” exercises, they’re better equipped to approach future disagreements as opportunities for growth rather than battles to be won. Beyond resolving the immediate issue at hand, perspective-taking builds empathy, curiosity, and openness.
Encourage your team to try perspective-taking the next time they face a deadlock, especially in high-stakes conversations. By consistently applying this approach, you’ll build a team that embraces diverse perspectives and prioritizes creative solutions that align with your startup’s mission. Ultimately, a team that practices active perspective-taking will be more adaptable, resilient, and effective in navigating the inevitable challenges every startup faces.
I love to meet like-minded startup leaders. Read more about me here, and please reach out for a chat.
I wrote this blog post with the help of a personalized GPT from OpenAI that I customize and train.Why Startup Founders Need Thinker-Doers for Their Teams
Startup founders need thinker-doers—individuals who can balance analysis, idea generation and implementation. These are the talented people who thrive in fast-paced, resource-limited environments. Hiring and nurturing thinker-doers will accelerate your progress and improve the odds of your startup succeeding.
Image created using DALL-E by OpenAI.
By way of introduction - I'm a hands-on, seasoned fractional COO (Feldspar, FreshAhead, Synervoz), sales coach (Microsoft), and mentor (Alumni Ventures, High Alpha). Over 20+ years, I have applied my growth and operations skills to help dozens of startups (IAN, Axiom, Spartan). I'm excited to share my ideas and thoughts here. I hope you find them useful on your startup path.
Introduction
Fellow IBMer Fred Brooks, a leader in software engineering and computer science, once said, "Thinkers are rare; doers are rarer; and thinker-doers are rarest." This idea isn't just relevant to building leading tech—it's useful for anyone trying to build an agile, proactive, fast-moving team, especially startup founders.
Key Takeaways
Thinker-doers balance strategy and execution.
Thinkers and doers have value, but over-reliance on either will create issues, especially at startups.
Hire thinker-doers by seeking real-world examples of execution.
Lead thinker-doers with clear goals and consistent feedback by providing them with plenty of autonomy.
Why Thinker-Doers Are Essential in Startups
Brooks introduced the concept of thinker-doers—individuals who can strategize and execute their strategies—in The Mythical Man-Month. Thinker-doers thrive in environments where they can analyze and assess information, design solutions and implement their ideas. This makes them not just valuable, but essential to the success of startups.
In startup world, resources are limited, and frequent decision-making and follow-up are required. Thinker-doers can develop ideas and bring them to life without relying on someone else to execute them. This self-sufficiency avoids failed handoffs and speeds up activity while tightly aligning vision with execution.
Startups that lean too heavily on either thinkers or doers face inevitable roadblocks. Thinkers can get lost in analysis or ideation, slowing progress without clear action steps. On the other hand, doers may focus solely on completing tasks, sometimes missing the bigger picture or long-term goals. Balancing these tendencies is where thinker-doers shine; they combine both mindsets to keep a startup moving forward with the practical application of a vision.
Overweighting the team with thinker-doers is particularly critical for post-Seed to Series A startups and bootstrapped firms looking to tap into the same growth curve as those startups. Too many thinkers will stall execution, while too many doers may result in committing too many resources to the wrong paths forward. Getting this right requires careful people recruitment and management.
The Role of Pure Thinkers or Doers
While thinker-doers are the ideal startup profile, thinkers and doers can still play roles in specific situations. Thinkers often excel in advisory roles, offering strategic input without taking responsibility for execution. They can be especially valuable as external advisors or mentors, for example. However, you need to test whether thinkers have past experience executing their ideas. Be wary of contributions from thinkers who share theories or pass on recommendations based on others' lived experiences or lacking any history at all. Evaluate all of their suggestions carefully and cautiously. Many people are happy to offer opinions, so I'd be concerned about having too many "idea" people kicking around, offering too many perhaps conflicting recommendations.
Read also: Defining our Terms: What is a Fractional Leader Anyway?
Doers' potential contributions are more limited at startups. Even for a simple or repetitive task, mindful execution matters. There aren’t going to be many, if any, workstreams or processes that work perfectly at a startup. If they operate smoothly, they will still be subject to change as the business evolves. For even the most routine work, I'd prefer doers who consider how their work contributes to the company's customer-driven purposes. So, they are doers who bring a reflective and thoughtful approach to their work.
Be on the lookout for this one doer, gotcha, from the person who comes up with a single option to a problem or opportunity and acts on it immediately without surfacing alternatives. Maybe they get lucky, but more often, we’ll find out it wasn't a great idea at all. Lack of reflection and option-building by doers can waste a lot of time, which is always in short supply for startups.
If you find that you've employed or engaged a thinker or a doer, determine as quickly as possible if this is an ingrained trait or a behavior subject to quick change. All human beings are capable of personal development and growth. But for some people, this can happen at a glacial rate. You don't have that kind of time. Suppose a challenging teammate can't adapt quickly. In that case, move that person toward the exit sooner rather than later. That's the most respectful way to handle the situation for all parties.
Read also: Overlooked Traits of Successful Startup CEOs
How to Spot a Thinker-Doer When Hiring
Identifying thinker-doers during the hiring process can be hard, but there are practical ways to spot them. Start by asking candidates to share specific examples of when they took an idea from conception through execution. Look for clear instances of both creative thinking and follow-through.
During interviews, present scenarios where a candidate must balance strategy and action. For example, ask them how they would handle a sudden pivot in company direction or how they'd prioritize competing goals in a resource-constrained environment. Do they gravitate toward doing a ton of analysis and hours of desk research? Or do they emphasize learning by doing? Look for a bias to action in their replies.
I'm not advocating for “firing” without “aiming,” by the way. I am promoting people developing informed hypotheses and testing them out in real-life experiments to get answers quickly that aren't mere guesswork.
Finally, ask for stories demonstrating real-world problem-solving and follow-up. In the case studies they share and prior work experience they describe, consider whether they naturally cover both angles. A candidate leaning heavily toward thinking or doing may struggle with speaking to the other aspect convincingly. A candidate's past success in managing uncertainty by identifying options and taking action steps to discover the best path will contribute mightily in a startup environment.
Read also: More Overlooked Traits of Successful Startup CEOs
How to Lead and Support Thinker-Doers
Once you've hired thinker-doers, be sure to support them. Regarding people's performance, I keep in mind an acronym from Dan Pink: AMP-R. I added the "R."
"M" stands for mastery.
"P" stands for purpose.
"R" stands for relationship.
"A" stands for autonomy.
Thinker-doers thrive when given autonomy, and they'll reach peak performance when this is combined with the other acronym qualities, all in alignment with company goals. They will flourish if you allow these teammates to be creative and proactive when you have set clear expectations for outcomes. Do not micromanage a thinker-doer. That is certain to backfire.
Thinker-doers appreciate ownership of their work and will benefit from timely feedback that helps them improve. You might also establish a regular check-in, emphasizing your teammate’s personal development and broader career goals. Coach and help them to reach high levels of performance. Don’t take autonomy to an extreme. Accountability is critical; thinker-doers perform best when trusted and held responsible for the outcomes they drive.
Read also: 50 Top Apps, SaaS Solutions, Services, and Sites for Startups
Spartan vs Tough Mudder
It is interesting to see how organizational cultures end up reflecting the styles of their team members. During my time at sports indusry innovator Spartan, the CEO, Joe DeSena, was known for his fast-paced, action-oriented style. He leaned heavily on a "fire-aim-ready" mentality, leading to rapid iteration and learning. In contrast, arch-rival Tough Mudder had a slow, deliberate approach—focusing on analysis and planning over doing.
While Tough Mudder’s impressive cohort of business school graduates and former management consultants developed top-notch PowerPoint decks, they were slow to test ideas in the real world, limiting their pace of learning. They didn't develop conviction around a path forward. They lacked a competitive strategy supporting a clear customer-driven purpose. In the end, Spartan acquired Tough Mudder, achieving Spartan’s objective of becoming the Iron Man of obstacle racing.
Conclusion
The “first product" of a startup must be the team. If a team implodes (which definitely happens), it's game over. Creating a startup team of thinker-doers will improve your odds of startup success. While thinker-doers are ideal for most situations, thinkers may bring value when used strategically and sparingly. Over-indexing on pure thinkers or doers or relying on smooth handoffs between the two types of people will be a costly approach.
Building a successful early-stage startup is about turning unknowns into knowns by taking action—mindfully and methodically testing ideas and learning from those actions. Thinker-doers are your best bet for developing great ideas and putting them into action.
By hiring and nurturing thinker-doers, founders can shorten the time it takes to find product-market fit and then scale up. Fostering an environment that encourages creativity, action, and accountability will help every one of these team members reach their fullest potential. Your smartly staffed, well-coached team will keep your startup in action, focused on its long-term vision, while staying agile to handle daily challenges.
I love to connect with other like-minded startup leaders. Read more about me here, and please reach out.
I wrote this blog post with the help of a personalized GPT from OpenAI that I customize and train.Essential Leadership Skills for 2024: What They Are and Why Every Leader Needs Them
Building a successful startup is one of the hardest challenges you can take on. Read about and develop essential leadership skills for 2024 and beyond, including self-awareness, strategic thinking, and adaptability, to improve your odds of succeeding.
Listen to the podcast version of this blog post, an AI experiment.
In case you’re new here - I'm John Gauch – a seasoned fractional COO, sales coach and mentor. Over 20+ years, I have applied my growth and operations skills to help dozens of startups, building one high-impact venture to nearly $100M in revenue and a second to exceed that benchmark. I began my career as a tech lawyer in New York City and developed my expertise in progressive roles in business development, finance, sales, marketing and product, working along the way with companies like Amazon, IBM and Microsoft.
As we navigate the complexities of today’s volatile and uncertain economic environment, the role of a leader has never been more critical. In an era defined by rapid technological advancements, global interconnectedness, and unprecedented challenges, the skills that made leaders successful in the past are evolving. Let’s explore the essential leadership skills you need to thrive in this dynamic environment. Whether you're looking to enhance or develop new abilities, this guide will provide you with the insights necessary to lead effectively in 2024 and beyond.
The Core Leadership Skills for 2024
Self-Awareness
Self-awareness is the cornerstone of effective leadership. In 2024, leaders must deeply understand their strengths, weaknesses, emotions, and motivations. This awareness allows for authentic leadership, fostering trust and respect among team members. Regularly reflecting on your actions and seeking feedback can enhance your self-awareness. Developing this skill not only improves your decision-making abilities but also helps you build stronger relationships with your team, leading to a more cohesive and productive work environment.
Vision and Strategic Thinking
Having a clear vision and strategic thinking is essential in an ever-changing business landscape. Visionary leaders inspire their teams by articulating a compelling future and setting strategic goals to achieve it. This skill involves anticipating market trends, understanding competitive dynamics, and aligning your organization's resources accordingly. Strategic thinking requires a balance of analytical skills and creativity, enabling you to navigate complexities and seize opportunities. By cultivating a strong vision and strategic mindset, you can steer your organization towards long-term success.
Communication
Effective communication is a fundamental leadership skill that applies to all aspects of management. As a leader in 2024, you must be adept at conveying your ideas clearly and persuasively, whether in person, through digital channels, or in writing. Active listening is equally important, as it helps you understand the perspectives and concerns of your team. By fostering open and transparent communication, you can build a culture of trust and collaboration. Strong communication skills also enable you to resolve conflicts, motivate your team, and drive organizational change.
Read also: Overlooked Traits of Successful Startup CEOs
Adaptability and Agility
In today's fast-paced world, adaptability and agility are critical for leadership success. Leaders must be able to pivot quickly in response to changing circumstances, whether it's a market shift, technological advancement, or internal organizational change. This skill involves being open to new ideas, embracing uncertainty, and continuously learning. By fostering a culture of agility, you can ensure your organization remains resilient and competitive. Adaptable leaders are not only better equipped to handle challenges but will also capitalize on emerging opportunities.
Empathy and Compassion
People of all kinds have increasingly recognized empathy and compassion as vital leadership traits. In 2024, leaders must prioritize understanding and addressing the needs and emotions of their team members. Empathetic leaders build stronger connections and foster a supportive work environment, leading to higher employee satisfaction and retention. Compassionate leadership involves showing genuine concern for your team's well-being and providing support during difficult times. Integrating empathy and compassion into your leadership style can create a more inclusive and motivated workforce.
Integrity and Ethics
Integrity and ethics are the bedrock of leadership. Leaders must uphold the highest ethical standards in an era where corporate transparency and social responsibility are paramount. This means being honest, fair, and consistent in actions and decisions. Ethical leaders inspire trust and loyalty, both within their organization and with external stakeholders. By prioritizing integrity, you can build a strong reputation and create a positive organizational culture that promotes ethical behavior at all levels.
Collaboration and Team Building
Effective collaboration and team building are essential for achieving organizational goals. Leaders in 2024 must be skilled at fostering a collaborative environment where diverse perspectives are valued, and teamwork is encouraged. This involves creating opportunities for team members to work together, facilitating open communication, and resolving conflicts constructively. Strong team-building skills help you harness the collective strengths of your team, leading to increased innovation, efficiency, and higher overall performance.
Innovation and Creativity
Innovation and creativity are critical drivers of business success in today's competitive landscape. Leaders must cultivate a climate where new ideas are encouraged and experimentation is valued. This involves challenging the status quo, supporting creative thinking, and providing the resources needed for innovation to flourish. By fostering a culture of innovation, you can drive continuous improvement and stay ahead of industry trends. Creative leadership will enhance your organization's adaptability and inspire your team to think boldly and achieve extraordinary results.
Read also: How to Become a Thought Leader in Your Industry
Why These Skills are Crucial
Understanding the importance of these leadership skills is essential for several reasons. First, they directly impact your effectiveness as a leader. Self-aware leaders, for example, can more accurately assess situations and make better decisions. Vision and strategic thinking ensure that your organization stays on the right path, even amid uncertainties. Effective communication fosters a transparent and collaborative work environment, crucial for maintaining team morale and productivity.
Statistics and studies underscore the importance of these skills (research on empathy, for instance). Certainly, organizations that prioritize innovation will see higher growth rates. By developing and honing these skills, leaders can drive their organizations toward greater success and stability. The ability to adapt quickly to changing circumstances is not just a competitive advantage but a necessity in today's fast-paced world.
Do some leaders achieve economic success without doing this? Do you have to build a company that’s a fantastic place to work to reach a big exit or secure another financial reward? Candidly, you do not, but why wouldn’t any thoughtful human being want to, especially if it might improve the challenging odds of building a successful startup?
Developing Leadership Skills
Developing these essential leadership skills requires a proactive approach. Start with self-assessment tools and definitely seek feedback from peers and mentors to identify areas for improvement. Consider enrolling in leadership development programs or workshops that focus on building specific skills such as strategic thinking, communication, and adaptability. Consider working with a development-focused executive coach. Make a point to include practical exercises and real-world scenarios in your learning experiences. Continuous learning is key.
Read books, attend seminars, and stay updated with the latest research. Be humble. Engage with a community of leaders through networking events or online forums to exchange ideas and experiences. Many private groups serve founders, and Operators Guild is a phenomenal group for top startup operators.
Remember, leadership development is a process. By committing to continuous improvement, you can ensure that you’re becoming a more effective and inspiring leader, capable of guiding your team through the challenges and opportunities of 2024 … and beyond.
Read also: More Overlooked Traits of Successful Startup CEOs
The demands on leaders are evolving. Embracing self-awareness, vision, communication, adaptability, empathy, integrity, collaboration, and innovation will make you a more effective leader and improve the odds of your organization reaching new heights.
Developing as a leader is a journey, and continuous learning is key. Nobody needs to do this alone, nor can you. If you’re a startup CEO, founder or entrepreneur, and you want to chat about your leadership goals and whether I can be helpful in some way, I’d love to connect. Please reach out.
A blogging experiment, this post was written with some help from AI.How to Become a Thought Leader in Your Industry
In this post, I discuss the essential steps to becoming a thought leader in your industry by elevating your reputation, engaging your audience, and influencing others with your unique expert insights. This can be a fantastic way for startup CEOs, founders, and entrepreneurs to raise the profile of your business too.
Photo by Anna Tarazevich from Pexels.
In case you’re new here - I'm John Gauch – a seasoned fractional COO, sales coach and mentor. Over 20+ years, I have applied my growth and operations skills to help dozens of startups, building one high-impact venture to nearly $100M in revenue and a second to exceed that benchmark. I began my career as a tech lawyer in New York City and developed my expertise in progressive roles in business development, finance, sales, marketing and product, working along the way with companies like Amazon, IBM and Microsoft.
Becoming a thought leader in your industry is a fantastic way to share your experience and learnings. It can also be a fantastic way to bring attention to your startup.
This guide provides strategies and actionable insights you can apply to establish authority and influence in your field.
Being a thought leader positions you as a credible expert, creating opportunities for media exposure and collaboration with others. It is based on trust and loyalty among an audience. Having actual expertise is necessary (of course) but may not be enough. There are key steps you can take to help you achieve this standing.
It’s harder than ever for businesses to get people’s attention. The business landscape is ultra-competitive. If you’re a founder or CEO of a startup, establishing yourself as a thought leader can cut through the noise and raise the profile of your company and product with prospective customers, investors and employees.
What is a Thought Leader?
So what exactly is a thought leader? A thought leader is an individual recognized as an authority in their field—someone whose expertise and perspectives are sought after and valued. They influence and inspire others. Embracing thought leadership is not just about gaining recognition, though; it's an opportunity to drive change, spur innovation, and lead the conversation in your space.
Understanding Thought Leadership
Becoming a thought leader requires more than just expertise; it involves a commitment to sharing knowledge and influencing others. Thought leaders are characterized by their deep understanding of their field, their ability to foresee industry trends and their willingness to share their insights to help others.
It's important to differentiate between a thought leader and an influencer too. While influencers often rely on popularity and social media presence, thought leaders build their reputation on their expertise and the value this provides. Thought leaders are trusted voices in their industries, guiding others.
Successful thought leaders can be found across various sectors, such as Simon Sinek, in leadership and management, and Brené Brown, in personal development and leadership.
Read also: Overlooked Traits of Successful Startup CEOs
Steps to Becoming a Thought Leader
Identify Your Niche
Choose a specific area to focus on. Your niche should align with your passions and strengths, and it should be a field where you can offer rare insight and perspectives. To identify your niche, start by evaluating your skills, experiences and interests:
What topics are you most passionate about?
Where do you have the most expertise and experience?
What industry trends or challenges excite you?
Once you've identified your niche, do some research. Pinpoint gaps in the market where your insights can make a significant impact. A targeted approach will help you establish yourself as a go-to expert in the chosen field.
Build Your Knowledge and Expertise
Becoming a thought leader requires a deep and continuously evolving understanding of your niche. This means committing to staying up to date with the latest industry trends and advancements.
Continuous Learning. Enroll in relevant courses, attend workshops, and pursue certifications that enhance your knowledge base.
Reading and Research. Regularly read industry publications, research papers and books authored by other thought leaders.
Networking. Engage with other experts in your field through professional associations, online forums and industry events.
Create High-Quality Content
Creating and sharing high-quality content is essential for establishing yourself as a thought leader. Your content should reflect your expertise, provide value to your audience and demonstrate a unique perspective.
Blogs and Articles. Write informative and engaging blog posts or articles that address common challenges in your industry. Be sure to use real-world examples and case studies to illustrate your points.
White papers and E-books. Develop in-depth white papers or e-books that offer comprehensive insights into specific topics.
Videos and Webinars: Utilize multimedia content like videos and webinars to reach a broader audience. These formats also allow you to explain complex ideas in a more accessible and engaging way.
Social Media. Share your content on social media platforms to increase its reach.
Engage with Your Audience
Engagement is a key component of thought leadership. It's not enough to just produce content; you need to actively interact with your audience to build a strong community. It's crucial to use platforms like LinkedIn to share your content and engage in conversations. Responding to comments, answering questions, and participating in discussions relevant to your niche will enhance your visibility and credibility.
Encouraging followers to share their experiences and insights fosters a collaborative environment, where everyone can learn and grow together. Moreover, seeking feedback from your audience helps you understand their needs and preferences, providing valuable insights for improving your content and approach.
By actively engaging with your audience, you demonstrate that you value their input and are committed to their growth and development. This interaction reinforces your position as a thought leader, further establishing your credibility and influence in your field.
Network with Other Leaders
Networking with other thought leaders and industry experts can amplify your influence and provide valuable opportunities for collaboration. Building relationships with peers can also offer new perspectives and insights that enrich your own understanding of your focus area.
Attend Industry Events. Participate in conferences and seminars
Join Professional Associations. Becoming a member of professional organizations can help you connect with like-minded individuals and stay updated on industry trends.
Collaborate on Projects. Look for opportunities to collaborate with other experts on projects, research or content creation. Leverage each other's strengths and reach a broader audience.
Mentorship and Coaching. Engage in mentorship, by mentoring others and seeking guidance from more experienced leaders.
Speak at Industry Events
Public speaking is a powerful way to establish yourself as a thought leader and share your expertise with a wider audience. Speaking at industry events allows you to showcase your knowledge and connect with professionals in your field.
Developing compelling presentations that highlight your expertise and provide valuable insights is essential. Ensure you practice your delivery to make your presentations more impactful. Compelling visuals and real-world examples will keep your audience interested and involved. Where possible, follow up with attendees after your speaking engagements to strengthen your connections.
Read also: 50 Top Apps, SaaS Solutions, Services and Sites for Startups
Measuring Your Impact
Measure your impact as a thought leader to understand your influence and improve your strategy. The metrics will vary depending on the medium you’re using to communicate.
Engagement metrics will show which content resonates most with your audience. More followers show your credibility is growing, and shares suggest your content is spreading effectively. Analyze this data to refine your strategy. Focus on content that generates high engagement, and revise underperforming content. Regularly measuring your impact ensures your efforts are effective and keeps you aligned with your goals.
By following this guide, you can leverage your hard-earned experience to make your voice more influential. Becoming a thought leader is a powerful way to inspire others and drive change. Successfully pursuing this path will also raise the profile of your startup and its products effectively and powerfully, by providing value to your target audience.
If you’re a startup CEO, founder or entrepreneur, and you want to chat about what you are building and whether I can be helpful in some way, I’d love to connect. Learn about my services and please reach out.
A blogging experiment, this post was written with some help from AI.More Overlooked Traits of Successful Startup CEOs
Last month, I highlighted six under-recognized traits of successful startup CEOs (entrepreneurs, founders) and detailed three in my blog. This week, I cover the next three, including what I mean when I say, “Focus on discovering what is right versus being right--quickly.”
Listen to the podcast version of this blog post, an AI experiment.
Photo by Karolina Kaboompics from Pexels.
New here? I’m John Gauch – a seasoned fractional COO, sales coach and mentor. Over 20+ years, I have applied my growth and operations skills to help dozens of startups, building one high-impact venture to nearly $100M in revenue and a second to exceed that benchmark. I began my career as a tech lawyer in New York City. I developed my expertise in progressive roles in business development, finance, sales, marketing and product, working along the way with companies like Amazon, IBM and Microsoft.
This two-part post is about about critical, often-overlooked traits of startup CEOs (also, entrepreneurs, founders).
In the first post, I wrote how possessing the first three characteristics below is important but not enough to improve your odds of building a successful business.
Creativity and vision.
Passion for the product.
Leadership skills.
Perseverance.
Risk-taking.
Speed.
The following three traits—perseverance, risk-taking and speed—are also commonly associated with startup leaders. Reasonably so, but you must reconsider and expand your understanding of these ideas to be at your entrepreneurial best.
Sometimes, hard work doesn’t get you anywhere.
Challenges and hardships on the entrepreneurial path are inevitable. You do need to be strong and stick with it. Building a startup is an exercise full of uncertainty.
During the Build phase of a startup, there are many unknowns before you achieve product-market fit and solidify your business model. You have a hunch about what might work, but you don’t know with certainty how to reach the desired outcome. You may have it right, sort of right, or completely wrong. Blind dedication to an early hypothesis may get you nowhere.
Rather, you must be resolute and simultaneously open to the possibility that the path forward differs from what you think. Successful startup teams are experts at making unknowns known and reducing uncertainty. In the fastest learning loops possible, figure out what you need to know to solidify your business model. Focus on discovering what is right versus being right—quickly.
Get comfortable with uncertainty over taking huge risks.
You need to be comfortable with some risk if you are building a venture-backed startup or bootstrapped business with similar ambitions. You are taking on a mission into the unknown with many uncertainties after all. So you need to be okay with all that.
But successful entrepreneurship isn’t about gambling or making a single guess, chancing you have it right, and it will all work out.
Entrepreneurs must have a temperament that tolerates uncertainty and a drive to minimize risk—not take risks. Minimize risk by becoming a learning expert. Figure out what isn’t working, what might work, and test it out.
Another way to reduce risk is to carefully steward your resources by raising the capital you need, acquiring early customers and managing how you spend what you bring in. Give yourself and the team as many at-bats (i.e., as much time to learn) as possible.
Make time for what doesn’t seem necessary.
When you ignore or shortchange (or are bad at) the people side of your business, you’ll reduce the odds of your startup succeeding. If the team breaks down, all could be lost. If you succeed, you’ll either create a place where people hate to work or need to spend a lot of time and money later to fix a mess.
Instead, consider the organization a top priority or even your “first product.”
Culture results naturally from what we prioritize and how we do what we do every day. Build the organization daily by simply behaving the way you want the team to act. Be today the way you want the business to be tomorrow.
Remember the four Cs to start if you’re unsure how to do this. (I added one final C to Edgar Schien’s original three). Be curious, caring and committed when interacting with others, and be competent in your work. You’ll create a trusting environment where people want to work that will become self-sustaining.
Read part 1: Overlooked Traits of Successful Startup CEOs.
If you’re curious at all about me or what I do, see how I help startup CEOs, founders and entrepreneurs on my services page.
Overlooked Traits of Successful Startup CEOs
To build a successful startup is hard. Worth it, but hard. It takes a rare combination of skills and abilities. However, we must expand and add some nuance to the traits we commonly associate with startup CEOs and founders.
Listen to the podcast version of this blog post, an AI experiment.
Photo by Dima Valkov from Pexels.
In case you’re new here, I’m John Gauch – a seasoned fractional COO, sales coach and mentor. Over 20+ years, I have applied my growth and operations skills to help dozens of startups, building one high-impact venture to nearly $100M in revenue and a second to exceed that benchmark. I began my career as a tech lawyer in New York City. I developed my expertise in progressive roles in business development, finance, sales, marketing and product, working along the way with companies like Amazon, IBM and Microsoft.
Startup CEOs are incredible—superhuman when at their best.
Building a successful and sustainable business is rare; creating one that also scales to the 10s of millions of dollars in revenue is a feat; building an organization where people thrive and love to work too, well, that’s a hat trick. What’s more, as CEO, you put your integrity on the line in persuading others to join you in this challenging task--when there’s no sure way to ensure the desired outcome.
People often highlight as top traits of startup CEOs (also, entrepreneurs and founders) things like:
Creativity and vision. Yes.
Passion for the product. Yep.
Leadership skills. No doubt.
Perseverance. For sure.
Risk taking. Has to be.
Speed. Of course.
I agree, and I firmly believe there are other related traits that are as (or more) essential to startup CEOs and founding teams who want to succeed.
In this blog post, I cover why the first three items above are important but not enough. See next week’s blog post for a discussion of the final three.
Being visionary and creative means looking backward.
Creativity involves combining different ideas floating around our heads into something new (IdeaFlow), and building a new business is as much about the current day and the past as a vision for the future. Startup CEOs need to be experts at using what you already know and looking backward.
Computer scientist Kenneth Stanley uses the analogy of “stepping stones” when discussing breakthrough innovation.
The successful entrepreneur sees what is about to be possible in the world based on what’s already happened and what’s emerging right now. You see when one missing stone (an emerging social phenomenon or technology, for example) is just appearing, which will enable you to create something for the very first time. I imagine a river with two banks. The stepping stones help us hop, from stone to stone, from one bank to the other. The startup “visionary” sees the constellation of stones snap into place that allows us to build a new-to-the-world, high-impact product and business.
The product is important but secondary.
As a CEO, founder, entrepreneur, you need to be passionate about your business idea and product, and you need to commit to another ideal. You need to be dedicated to understanding the problem that your product solves in your customers’ lives. You need to become the absolute expert in the particular struggling situation that leads a large number of people to seek a better way to get something meaningful done in their lives.
This focus on the problem—over the product—serves as a true north that keeps your business focused early on and avoids straying later. The insights from deeply understanding the problem will make all your other decisions—about what to prioritize in the product roadmap, which go-to-market channels you should pursue, how to talk about the product in sales meetings or marketing, and so much more—obvious. It’s a gift that keeps giving.
Leadership isn’t about being the only star.
Of course, a startup CEO is ultimately responsible for the business. This does not mean you need to do all of the work. Early on, one of your most urgent jobs is showing traction with customers, or once you’ve gotten traction, scaling up.
You should prioritize and focus on the work that only you can do, and if that takes up all of your time, you need to get help with the rest. You need to tap into the ingenuity of other human beings you trust.
I’m not talking about you assigning work and telling people how to do what they are tasked with. I’m talking about delegation where you share the outcome you seek and allow your teammate to choose a path to that destination. This may still require and involve a ton of communication and collaboration across the organization, which is completely fine. You need your team.
Read part 2: More Overlooked Traits of Successful Startup CEOs
To listen to the podcast version of
If you’re a startup CEO, founder or entrepreneur, and I might be helpful in some way, I’d love to connect. Learn about my services and please reach out if that makes sense.
Defining our Terms: What is a Fractional Leader Anyway?
Many leaders today, across functions, work on a fractional basis, part-time embedded in a team. But let’s take a moment and be super clear on exactly what we’re talking about when it comes to fractional executives, and how the role compares to advisors, mentors, coaches and consultants.
Photo by Andrea Piacquadio from Pexels.
Here’s a little about me in case you’re new here - I’m a seasoned fractional COO, sales coach (Microsoft) and mentor (High Alpha, Techstars). Over 20+ years I have applied my growth and operations skills to help dozens of startups (IAN, Axiom, Spartan). I began my career as a tech lawyer in New York City. I developed my expertise in progressive roles in business development, finance, sales, marketing and product, working along the way with companies like Amazon and IBM. So far, I have helped build one high-impact startup to nearly $100M in revenue and a second to exceed that benchmark.
“Fractional” leaders are not new to the world.
It’s a tried and true model for Chief Executive Officers to get the help they need to grow and operate their businesses. There’s still a lot of confusion around the term though, so here are definitions of various business helpers excluding full-time hires, which we all understand well enough presumably.
I’ll start with an “advisor” and end with my definition of a fractional executive or fractional leader.
One thing I want to share first is my bias for working with people—in any category—who properly balance “helping” and “telling.”
Helping happens when someone is curiosity-driven and understands there may be a lot they don’t know about a situation, to start at least. They’re committed to gaining this understanding to see whether and how they might be useful to another person. The reason to use this specific word is because the inquiry itself can help the other person gain greater clarity into what they are wrestling with.
Telling happens when someone is drawing on their expertise or experiences to make an assertion or prescription--a tactical recommendation, for instance.
Here’s a shorthand way to think about it.
Take doctors. When we’re in the diagnostic phase of working with a patient, we are in a “helping” mode. Sometimes, we never leave that conversational stage because we get to a useful insight or discovery that means we don’t need to go any further. We resolve the question at hand! When that doesn’t happen, we proceed to make a diagnosis and “prescribe” a next step. That is “telling.”
I’d be wary of relying on the contributions of someone who begins with telling or moves on to telling very quickly, for no other reason than that they probably don’t know enough to be so prescriptive so fast.
All of the below roles are assumed to report to the CEO or a founder, or at a later-stage company, a senior leader perhaps.
Read also: Axiom: Discovering the Benefits of Fractional Talent
Advisor
An expert in a domain. The relationship could be any length, including indefinite. The commitment is on the order of one hour per week or less on average. Advisors lean toward more telling based on their domain expertise but should still start with helping questions. They don’t do work or follow through on their insights. They are not embedded in the team and don’t manage others.
There is also a flavor of advisors primarily there for branding, marketing and possibly networking purposes.
Mentor
A future version of yourself in one or more dimensions. The relationship could be any length, including indefinite. The commitment is on the order of one hour per month. Mentors share their relevant experiences and still do lots of helping. They don’t do work or follow through on their ideas. They are not embedded in the team and don’t manage others.
Coach
An expert in helping other people learn and grow. The relationship could be any length, including indefinite. The commitment is on the order of one hour per week. They emphasize helping someone think things through and discover new perspectives and options. They might offer recommendations (i.e., telling) with care. They don’t do work or follow through. They are not embedded in the team and don’t manage others.
Read also: When Don’t You Need a Fractional COO Like Me
Consultant
Fractional talent used to be a variant of consulting. Below is the definition of a consultant after carving out fractional talent:
An expert in a domain or domains. The relationship is limited to a project, defined by having a distinct beginning and end; a consultant might string together multiple projects over time. The time commitment varies and might extend to a few individuals if working with a consulting firm. They start with helping before moving on to telling. They execute the project they define but don’t do follow though that is out of scope. They are not embedded in the team but are sometimes co-located, and they don’t manage others.
Fractional Executive / Fractional Leader
The term “fractional” is often reserved for CXO-level roles. A fractional exec can provide the expertise of an advisor and consultant, insights from relevant prior experience like a mentor, and when called for, the thoughtful engagement of a coach.
Fractional talent doesn’t just advise, share experiences, or ask good questions. They roll up their sleeves and do the work that results from insights. And they do that work as an extension of the team, developing knowledge that flows back to the organization. They also can hire, develop and manage team members.
The relationship lasts as long as it’s providing value.
The commitment ranges from a few hours to multiple days and possibly even flexes up to full-time for stints (similar to an “interim” CXO).
The relationship balances helping and telling as new problems and opportunities arise to be addressed.
Read also: Essential Leadership Skills for 2024: What They Are and Why Every Leader Needs Them
Finally, successful fractionals have top-notch management and leadership skills. Because they operate like a team member and are spread across different companies, they have exceptional self-management skills too. They are fast learners and have the ability to seamlessly switch between contexts and tasks, necessary attributes to hit the ground running with each new company and project.
If you’re curious you can learn about what I do and how I help startup CEOs and founders on my services page.