Contact us: +91 95355 66588 | +91 80 25537459/60

Posts & blogs

The right way to choose co-founders for your startup

One of the critical reasons for most of the Start-ups drifting away from their passionate business journey and end up as a failed Start-up has been irreconcilable conflicts of misaligned CxO Teams.

As a Start-up CEO looking to create an Awesome CxO Team of Co-Founders the decision to connect is influenced by 2 Parameters:

  1. The CEO’s liking of the CxO(s)
  2. Chemistry of the Combined (CEO’s + the CxOs) Competencies

Let’s understand the following 4 graphical quadrants where each quadrant reflects an individual CEO’s inclination in collaborating with people.

Quadrant A: The CEO doesn’t like the CxO, however their combined competencies deliver top notch performance & results

Quadrant B: The CEO likes the CxO, and their combined competencies deliver top notch performance & results

Quadrant C: The CEO likes the CxO, however their combined competencies deliver low performance & results

Quadrant D: The CEO doesn’t like the CxO, and their combined competencies deliver low performance & results

If you are a Start-up CEO or a CxO, perform a quick analysis of the perception (Like or Dislike), the your/CEO’s performance and the CxO Team’s performance and relate them to the quadrants.

What percentage of the decisions in the CxO Team’s creation are in each of the quadrants?

This can give a clear insight on Which business or behavioural parameter is or has been the decisive factor in the decisions and inclinations.

A key area of focus in our engagements with start-up CEOs is to enable this thought leadership to get the founding team’s chemistry right. As business leaders, don’t we all understand the importance of the “Best People coming together to deliver the best results” for the Organization? Let’s engage if you are witnessing this scenario.

Mahesh Sheshadri

Mahesh Sheshadri

Mahesh Sheshadri is an accomplished Business Leader and Strategist with over 15 years of Global Leadership experience from diverse Industry Functions (Strategy, Business Development, Information Technology, Human Resource, Operations, PMO), Domains (Avionic, Desktop Publishing, Automotive, Healthcare, Management Consulting, Digital Marketing, Advertising) and Cultures (US, Europe, APAC, MEA). Enriched with Education in Computer Science Engineering from RVCE, Bangalore and Executive Business Management Program from IIM Calcutta; and Certifications from the Dale Carnegie Institute, Carlton Advanced Management Institute and Software Engineering Institute. He is currently associated with Metis as a Strategic Advisor, Performance Coach and Execution Specialist. He was last associated with Langoor Digital, as the Head of People and Vice President – Program Management Office. His previous experience in Delivery & Leadership roles have been with Organizations like DRDO, Quark, Robert Bosch, Misys PLC. and Metis in the areas of Global Corporate Management, Strategic Execution, Marketing, Business Development, Software Development, Project Management, Quality Management, Resource Management, PMO, Talent Management and Operations. Mahesh Sheshadri has a proven track record of achieving significant improvements in Revenue, Profitability, Productivity, Quality, Agility, Innovation and Customer Success while driving sustained Growth, Operational excellence, continuous Learning culture, Employee Engagement and Customer experience. His specialties include Business Strategy Planning and Execution, Management by Metrics, Lean Analytics for Startups and Enterprises, Stage Gate Process Management (PRINCE2), Project/Portfolio Management (PMI, Agile), Quality Management (CMMi), Risk Management, Innovation & Knowledge Management, Employee Engagement Practices (Talent Acquisition, PMS, R&R, C&B, L&D, Branding, People Policies), Customer Engagement Practices, Digital Marketing, Coaching for High Performance, Mentoring, Leadership Development Facilitation, Competency Development (Assessment and Development Center).
  • Linked In
  • Google

Tags: , , , , , , , , , , , , , , , , ,

Leave a Reply

Your email address will not be published. Required fields are marked *