Written by Jules Pieri, Co-Founder and CEO, The Grommet
This post originally appeared on jules.thegrommet.com on September 30, 2015.
I’ve been mentoring a company founder who is very disturbed to find his normally abundant energy flagging. He feels unable to believe in the future of the company, making it very difficult to execute his near-term tasks. The 18-month-old business has also experienced a lot of external obstacles and has also not been properly funded, so it’s especially hard to keep slogging on. Ebbs and flows of enthusiasm are a constant bedfellow of company founders but rarely openly discussed.
As such, these all-too-real conversations with the founder caused me to reflect on what I do to keep my sense of urgency, purpose and energy alive, seven years into building The Grommet. I’ve found it convenient to chunk our history into three chapters:
Chapter One: Survival. 2008-2012 was one long slog during which my energy was generally super-human high, with the exception of a couple especially draining periods. By the way, having energy does not mean never being tired: I don’t deny the massive fatigue I felt every week of those four years. But my sense of urgency, purpose, and commitment were very, very steady. The forces keeping me going were rather simple:
Chapter Two: Redemption 2012-2015. The Grommet experienced massive triple digit growth in revenues and customers in this post-economic crisis period. The sheer joy of finally having the resources to build the business properly was all it has taken to keep my energy up.
When I hit a period of malaise (and I do) the number one thing I can do to get over it is to get out of the office and visit customers or give a public talk. When I see our business reflected in the eyes and insights of outside parties I am re-centered and re-energized.
In fact the founder who is flagging found this worked for him recently on a particularly bad day: he went to an evening meetup that recharged his batteries. Just talking about his business with fellow industry participants gave him perspective that he easily loses in his lonely hours at his desk.
Chapter Three: Escape Velocity 2015 and beyond. This period is one where I anticipate needing to dig especially deep as we work through what many consider the toughest period of scaling: going from 50-100 employees, at five, seven, or more years into the venture.
You’re no longer the scrappy upstart. But the business is still fragile in its own way. It has not necessarily fully claimed its corner and certainly has not scaled to full sustainability unless you are incredibly lucky in your timing, resources, and operational execution.
You have employees who have absolutely no idea of the sacrifice and sheer determination that built this business from nothing. But you absolutely need more specialist team members and their fresh perspectives rejuvenate and refresh the organism.
This is the period that honestly most worries me. It will call on my leadership skills and those of my senior team to keep up the energy, urgency, and fire in the belly. I’d love to hear advice and perspectives on how to successfully keep those belly fires burning while navigating the company to the next, more mature, level.
Next week at the Inner City 100, Jules Pieri, with her co-founder, Joanne Domeniconi, and Harvard Business School Professor Lynda Applegate, will discuss the Grommet’s story in a panel discussion, “Pioneering the Maker Economy at the Grommet: Small Business Culture, Big Business Success.” To learn more about the Inner City 100, visit http://www.innercity100.org or email Eliza LaJoie.