Why Startups Fail: Founders are the Real Failure Risk

According to CB Insights, only 48% of seed-funded companies will raise another round. If a company secures more investment dollars, there is still no guarantee it will survive. What is happening? Contrary to popular opinion, it is often the fallibility of the founding team (and not the weakness of the original idea) that wreaks the most havoc. Here are four warning signs that you and your co-founders could be in trouble.

1. Failure to Resolve Key Differences of Opinion

Learning to Lead in Unlikely Places

I love to use analogies in my work, and I share with executives frequently that taking them out of their own world helps them connect to the idea of feedback in both emotional and intellectual ways, making the learning more concrete. Much of my own insights about life and leadership often come from unlikely sources and rarely from a leadership book. One of my favorite sources is my special-needs daughter.

Why Feedback Matters in Top Team Performance

The current business environment is more uncertain, fast-paced, and dynamic than ever before. In this setting, senior teams must think critically about what they can do differently or where they might improve to optimize the performance of their teams and organizations.

An important part of this is having an accurate—and comprehensive—understanding of the team’s top development needs.

What Great Senior Teams Do

Most discussions about executive team effectiveness typically focus on the ideal mix of personal characteristics or “stages” of team development that need to be accomplished before the team can be classied as high performing.

RHR took a different approach. We compared and contrasted high-performing and low-performing executive teams and then looked at what they did, how often they did it, and which indicators of organizational performance were impacted as a result.

What Has Machine Learning Got to Do with Leadership? (Quite a lot, actually.)

Organizations invest money in assessing, measuring, and modifying a leader’s behavior in the hopes that a few nudges can push the needle. This is not a wasted effort; there is much evidence to demonstrate that this is a worthwhile exercise. But can we do a better job at identifying and understanding a leader’s talents? Yes. And machine learning may be the key.

Career Transitions: Tips for a Fast Start

One of the most difficult career transitions occurs when you have been a long-term employee of one company and are leaving to move to a new job. The emotions surrounding the transition represent a mixture of excitement and trepidation, coupled with a profound sense of loss. Transitioning executives are energized by the challenges and learning that the new environment will bring but can face a crisis of competence in adjusting to a new culture with a novel set of success factors.

Assessing Talent for Small “t” Transformation and Change Readiness

Human Capital Leader, Melissa Mounce, Baird Capital

This is part 1 of our interview with Melissa Mounce.

RHR International works with Melissa Mounce, human capital leader, Baird Capital. Baird Capital created her role because human capital has such a profound effect on a portfolio company’s potential and success. Melissa partners with investment team colleagues and their companies across its portfolios to build talent strategies and teams to drive value and growth.

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