Scaling a business is tough mental and emotional work. Apart from the logistical changes that need to happen (bigger teams, bigger offices), cultural changes ensue as well (more processes, more structure). Superhuman levels of energy and a knack for flying blind are no longer key employee requirements. Instead, narrower, deeper skillsets are prioritized. Suddenly your commitment to a brilliant idea is secondary to your focus on profitability (which is much less romantic). And not everyone will be happy about new aims.
Amidst so much transition, founders and CEOs need to empower three different types of managers. According to Jim Deters, CEO and Cofounder of Galvanize, “hiring good managers is one the best things you can do for your business as you scale… After hitting around 25 employees, [Jim suggests] moving toward an 80/20 workforce: 80 percent doers and 20 percent coaches.”