How do you stay on course when there are changes in your team?

A compass.How to stay on track when there are changes in teams?

The "North Star" must always be the company's mission.

That cannot change.Let me give you a very simple example.

Microsoft has been around for 50 years now, with three CEOs and a wealth of experience in mistakes made by the company, very difficult times,very good moments too.

But if there is one thing that has not changed, it's the direction, that guiding star,and that is the mission.

The mission remains the same; it hasn't changed in 50 years.

There have been adaptations, but it has not changed.

And that is what ultimately keeps hundreds of thousands of people motivated every day.

A clear direction.In both the corporate world and the startup world, when there are changes and there will be changes,It is important that teams accept that change is necessary.

Change is the only constant. There will always be changes.

Therefore, they have to accept it and know that, despite these changes,what will not change is the mission.

And when there is noise, when there is fear, the most important thing as a leader is always to of course, once again, empathy and transparency as much as possible.

Sometimes you can't tell everything you know either as a leader to your team.

And always return to the principles and mission of the company.

Hey, despite everything that's going on, despite the fact that we haven't achieved our goals this year, and we are going to have to restructure the company, but the mission remains the same.

That is what must prevail.That's why people also have to be motivated and aligned with that mission and know whatever happens, that won't change.

One of the most complex aspects of a scale-up is identifying the right people,where they are at, and what kind of talent and people they need within the company.

How do these profiles fit in with the company at this point in time?

The maturity of the company and the maturity of the employee,are two absolutely key factors that are often overlooked.

There are many employees who are brilliant when the company is at zero.to 20, from 0 to 50 employees, but maybe they're not that good when it goes from 50 to 100 or from 100 to 200.

A company with 50 employees is a different company when it scales to 100 or 200.

The product may be similar, the mission remains the same, the colleagues,the organizational structure, everything changes.

And there it is often important that people who were, imagine,more general, but when it then obviously has to deal with growth,specialization comes next.

And when you have to specialize, there are people who already know how to do it.

Better isn't that good.So, based on experience, you have to identify what are that person's strengths, and are they capable of adapting?

There is one factor I haven't mentioned, which is adaptability, which is vital.

You have people who are very good at a certain stage of the company,but that the next one will adapt, and the one after that too,and can be with you for the entire life of the company or for a certain period of time.

A journey of certain years.But there are people who are not, who are less adaptable,so to speak, and it's very good, but for certain company points.

Just as there are people who are work better at startups and people who work better at corporations.

I've been on both sides, I've hired people from both sides for both sides.

In the end, it all comes down to adaptability and resilience.

And there are people who adapt perfectly and succeed and are happy and develops, regardless of the environment.

And there are people who aren't, who are very good, with more direction,with more structure and predictability, including on the part of the company.

How do you manage a difficult departure, a departure that hurts within a team?

With the utmost professionalism, which means empathy and respect.

It is inevitable to think that relationships form at work.

And when someone leaves, especially people who have a lot of seniority, people who are very good with people, it causes a lot impact once they decide to leave.

Also because it sometimes raises the question: Hey, does this person think that this is not a sure bet, so they've decided to go somewhere else?

So, there, as I say, it's always key to communicate and, speaking of maintaining the course, always returning to the mission.

And the mission must always come before the people.

The mission is created by people, but the mission is sustained over time,while people can change.