A new venture had three founding partners all sharing the same vision. However, in trying to deliver on that vision, it became rapidly apparent they had different views on how that vision should be executed. We had to figure out if and how they could best work as a cohesive team.
Conducting one-to-one and group sessions we:
- Mapped out their backgrounds, experiences and geographic exposure
- Profiled their styles of leadership and communication
- Explored their drivers and ambitions, as well as their personal values and principles
- Studied how they interacted and the shift in dynamics depending on who was present
- Identified and aligned divergent perspectives and mindsets
- Facilitated debates on how they should conduct their business and ironed out arising conflicts
- Developed ‘rules of the road’ – guiding principles to work together
- Identified appropriate board members with the right balance of experience, credibility and affinity
- Created an institutional framework equipped to attract and safeguard third party investor capital
The three individuals had different professional backgrounds and experiences, two from a corporate background, the other a serial entrepreneur. In addition, they had different geographic exposure. These factors meant they each had different perspectives and standards on how things should be done. We also had to factor in personalities and levels of dominance, whilst ensuring they all had an equal say, especially since they were equal partners from an equity perspective. So the challenge here was how to align them and shift their mindset from being sole operators to creating an institutional framework equipped to attract and safeguard 3rd party investors’ capital.
The work consisted of one-to-one sessions with each of the partners, along with combined sessions to create a cohesive way forward. Helping them shape and articulate the vision, values and methodology, we went a step further to ensure they could deliver in alignment with what they proffered to stand for. We tested their values and thesis on potential target investments which provided much debate and ironing out, without the complexity of outside shareholders. This gave them the opportunity to come up with solutions and align themselves as a united front prior to dealing with outside influence. We also identified appropriate board members who provided the right balance of experience, credibility and natural affinity to help foster and drive the mission and purpose of the organisation.
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