Startup Managers: The Definitive Guide to Tools and Training
Being a startup manager is one of the most complicated and challenging roles a person can have - but also one of the most fulfilling. For some individuals, becoming a people manager at a startup is a dream job—working in an exciting environment with a (hopefully) world-changing mission, freedom, autonomy, and lots of potential growth. But being a startup manager isn’t as easy as it seems. Management requires a whole new toolkit of skills and experience in order to lead others effectively—but most of us are just learning on the job, without proper training, coaching, and mentoring.
One reason why many people want to become people managers is the desire for more freedom on how to do their job and the desire to organize, influence, and move up in their careers. But it's not as easy as it sounds.
This guide will cover practical tips on the art and science of startup management for new managers. We’ll start with some basic competencies that form the fundamentals of being an effective manager, then delve into specific tactics for managing people in a startup environment, and also provide recommendations on new manager training programs to consider.
Making the move from individual contributor to startup manager
As an individual contributor, you're likely an expert in your field, whether that's product management, engineering, data science, marketing, or sales. You know the ins and outs of your craft, have the experience to back it up, and the results to show off on your resume. But as a new manager in a new role, you have different responsibilities than individual contributors (ICs), and these responsibilities require a different set of skills.
While your desire to manage and mentor other people might be strong, so will the pressure to deliver results fast. When your company isn't seeing success or hitting milestones on time, most new managers will assume that it's the individual contributors that aren't pulling their weight and re-assign work—or worst of all, put them on performance plans and consider replacing them. What managers don't realize is the amount of responsibility and accountability that falls onto your shoulders for managing your team properly. It's not about the individual contributor - it's about how you are planning, organizing, influencing, and managing them. Basically, an entirely new set of skills that you have to learn on the job. It's not your job to do the work anymore - it's your job to organize others to do the job, and do the job well.
All of this can be a lot to take in, so we'll discuss these concepts in more detail in this guide.
Why being a startup manager is tough
It's hard to be a good leader and a good startup manager. When Wayne Gretzky became the head coach of the New York Rangers, he said: "I was never a good skater or passer, but I could see things before they happened." The same goes for startup managers—you need to be able to see things before your team does. You have to wear many hats as a manager, while also being an expert in your field and providing guidance and mentorship. It can be draining when you're responsible for so many things at once!
But the struggles of startup management start with a lack of adequate training or support. New managers often don't receive adequate training prior to leading their own teams—and even if they do get some initial preparation, it's usually limited at best (think: reading an article from your human resources team on "tips on how to manage people"). And even though there are lots of resources (like books, podcasts, videos, LinkedIn Learning) out there that teach general management techniques (think: hiring processes or onboarding techniques, these resources rarely touch on specific industry-specific challenges like recruiting technical talent at a startup or managing remote employees at a high-growth startup effectively.
Managers tend to supervise a larger and larger number of people, which means that they need to be able to delegate effectively. Managers are also accountable for the performance of their team (and often their entire department), so they need to be able to manage themselves—and others—effectively.
Essential management skills
Some of the fundamental skills you need as a manager include:
Self-awareness and self-management. This includes awareness of your own strengths and weaknesses and knowing how you can use them to lead a startup team.
Individualization. The ability to recognize the unique strengths and weaknesses of your team members, and knowing how you can use that to assign work, build career plans, and motivate them to success. You need the ability to adapt your leadership style according to the needs of individual members of your team.
Planning. Your job as a manager is not just about managing projects, but also about building strategies for your team, setting OKRs, and planning for those projects. Knowing what to prioritize is also essential.
Communication. You need to be able to communicate clearly so that members of your team understand what is expected of them. This means being able to effectively convey a vision, as well as the importance of their role in helping the startup succeed.
Delegation. You need to be able to delegate tasks effectively so that everyone can work towards achieving the same goal.
Leadership. Management and leadership vary greatly (that's another article) but you still need to be able to lead your team by example and motivate them to work towards the same goals. Leadership also requires the ability to work well with others on your team and across functions.
Manager skills for your management toolkit
Take the foundational skills of being a manager, and then add on the stress and speed of a high-growth startup. That's like going from riding a merry-go-round to riding a roller coaster: expect lots of ups and downs, twists, turns and loops!
Being a new manager is hard. It doesn't matter if you're managing a small team or an entire department. As long as you have the right tools in your toolkit, then you can be effective. In addition to the foundational skills above, here are the skill sets to think about building:
Empowering the team and not micromanaging
Coaching and mentoring others
Emotional intelligence (aka EQ)
Project management
Listening and giving feedback
Communicating strategy and vision to direct reports
Collaborating and managing conflict with other departments
Time management and managing workloads
Delegation and setting expectations
Conflict management and effective decision making
Let's focus on communication skills as a standalone because that is the most important skill an employee can have in any organization.
Communicating effectively with your direct reports is a critical skill for any manager. Whether you're working on projects as a team or just need to give feedback, there are some things you need to keep in mind when communicating with others. Below are some tips we've gathered from our own experience and from other managers who have made communication a priority in their own organizations.
When it comes to communicating, there is no one-size-fits-all approach. Some leaders are very direct and straightforward, while others prefer to use more subtle methods of communication. The key is to know what works best for you and your team.
As we like to say here at Reframed Coaching, clarity creates calm. Keep things simple and straightforward. When communicating with your direct reports, be sure to keep things as clear and concise as possible. This will make it easier for your direct reports to understand what you're trying to say and respond accordingly.
Become a CRO - Chief Repetition Officer. Make sure that what you're saying makes sense to them and if not, then repeat and reword it until it does. If you have ever been on the receiving end of a confusing message from your own manager, then you know how frustrating it can be. It can be difficult to concentrate on work when your mind is trying to figure out what the heck your boss was trying to say. As a manager, you should also keep in mind how much information people need in order to do their jobs effectively. Your job is not only to share information; it's also to help people make sense of it so they can act appropriately.
Also remember that when communicating with others, it's not just about what you say but also how you say it. Your tone, volume and body language all play a role in how people interpret what you're saying. Make sure that your communication is consistent across all mediums, including email, Zoom, and Slack.
Keep things positive. When communicating with others, avoid using negative words like "never," "always" or "no." These words can make people feel as if they're being talked down to and can lead to feelings of resentment. Instead, try using more positive words like "often," "sometimes" or "yes."
Remember, startups are all about speed, innovation, and creativity - and things move quickly. Improving your communication skills will make sure you can move even faster, better, and more efficiently than before.
Valuable frameworks to guide your management style
The right frameworks can help you set goals and manage your team.
Here are some popular frameworks to use as a manager.
RACI for project management
RACI is a popular simple way to assign responsibility for tasks and track progress. The letters stand for:
Responsible: Who is responsible for the task? This person will follow up with others who are involved in the process.
Accountable: Who is accountable if something goes wrong? This person will ensure it gets done and will report back if there are any issues.
Consulted: Who needs to be consulted during the process? They should be kept informed so they aren't surprised when it's time to make changes or revise the schedule.
Informed: Who needs to know about this project? They should be kept informed of any changes so they don't have any questions when you ask them for help or feedback.
Radical Candor for feedback
Radical candor is a system of feedback focused on the recipient's growth and development. It is a framework developed by Kim Scott, who wrote the book Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity. In her book, Scott describes radical candor as "Caring personally and challenging directly." She says that it means giving others feedback with care and respect, while also challenging them when necessary.
This framework is based on the idea that people want to be told how they're doing in a way that's direct, specific and constructive. It's not about sugarcoating or being vague -- it's about being honest and direct with your feedback. When you're giving feedback, ask yourself whether what you're saying is specific, actionable and kind. If not, consider revising it before sharing it with your team member.
The non-violent communication model has four main steps:
Observe – Describe what you see. Don’t jump to conclusions or make assumptions. “John is slouched over his desk and not looking up when I walk in.”
Feelings – Share how the situation made you feel. “I feel frustrated because I was hoping to have a conversation with John about a project we’re working on together, but he doesn’t seem interested in talking.”
Needs – Share what your needs are in this situation. “I need for John to be engaged because we’re both committed to getting this project done and it would be helpful if he could help me figure out how we could move forward on it together.”
Request – Ask for what you want from the other person in this situation. “Could you give me 10 minutes of your time so we can talk about our progress on this project? I think it would be helpful for both of us if we can figure out how best to work together going forward, especially since we have a deadline coming up next week.”
Non-violent communication for feedback
Non-violent communication (NVC) is a way of communicating that avoids blaming and judgment, and focuses on what's helpful and desired. It's based on the premise that we all have the capacity to do things differently, and if we're open to learning from our mistakes, then we can improve our communication skills and relationships with each other.
CliftonStrengths for building awareness, development and growth
Great leaders are self aware. CliftonStrengths (formerly known as StrengthsFinder) is a tool for identifying a person's natural strengths and teaching people how to use them to their advantage to achieve more in life.
Here are some ways that you can use this assessment at a startup:
1. As a team-building activity. By having your team members complete the CliftonStrengths assessment, you can get a clear picture of their top strengths and build a high-performing team. This will help you understand each other better and work together more efficiently as a team. When everyone understands each other's strengths, it's easier for them to know how to support each other through difficult times or when there are challenges ahead. Learn more about the benefits of StrengthsFinder workshops.
2. To improve your management skills. Completing this assessment will give you insight into what your natural strengths and blind spots. You can then determine how to best utilize your strengths as a manager and also build awareness on what blind spots you need to work on
3. To promote personal growth within your team. You'll be able to place your direct reports in positions where they'll thrive based on their strengths rather than just because they've been doing something for years.
There are lots of different frameworks out there for managers and it's about finding the one that works best for you.
Best startup manager training courses
Manager training and coaching are two different things, but they both help managers become better leaders. If you're a manager in your startup and you want to improve your skills, determine which of these learning and development options is right for you at this point in your career.
What is manager startup training?
Management training is a formal and structured approach to learning that provides managers with the knowledge, skills, and tools they need to succeed in their jobs. The focus of management training is specifically about developing new skills and knowledge so that managers can apply it in their day-to-day jobs. Management training may include activities such as pre-readings, individual reflections, group discussions, case studies, simulations, workshops, and lectures.
These are typically available as a one-off training program (4 to 12 weeks is typical) or a short-term course (live or on-demand) that teaches general management skills. They include topics that are more high-level such as leadership, communication, and time management, and some may dive into more tactical skills such as giving feedback and performance reviews.
What is manager startup coaching?
Manager coaching is an ongoing and unstructured process that helps managers develop their leadership skills and achieve personal growth goals as it relates to management. Coaches help managers develop self-awareness, set goals, and overcome obstacles to achieve success. Coaching is often done on an ongoing basis in order to help managers resolve problems, identify opportunities for improvement, and work towards achieving their long-term career goals.
To see success, coaching is usually done over the course of months with regular meetings between a coach and the manager.
Do I need manager training or coaching?
If you're struggling with managing people at work or need more direction when it comes to setting goals for yourself—manager coaching might be an option worth considering. On the other hand, if you are learning on gaining "technical" tips on delegating, organizing, planning, motivating, and giving feedback—manager training could be worth exploring instead.
Manager training focuses on developing skills needed for the day-to-day job of managing people whereas manager coaching is more about helping managers understand how their own behavior impacts their employees' performance.
Both are valuable and if time and resources permit, we recommend you talk to your human resources team and inquire about budgets for both options.
Interactive and virtual management training programs
Reframed Coaching’s “Startup Manager Training” is great for first-time managers and startup managers and leaders. Done in a hybrid webinar and coaching style, management skills are built upon the foundations of CliftonStrengths and attendees learn how to self-manage, build psychological safety, communicate, resolve conflict, and other solutions for common manager challenges at startups.
Corker Collective also offers leadership training for people managers in a virtual format called “Manager Essentials.” Over 12 weeks, this communicated cohort is led by an expert facilitator and dives into different topics to strengthen your manager skillset.
The Grand provides a safe, live, and virtual space for those in new management positions and new leaders to learn the art and science of coaching by coaching each other. This is a new style of professional development that is effective, innovative, and long-lasting. New leaders learn how to navigate the challenges of everyday leadership through group coaching.
Torch offers a blended learning approach through individual learning, peer learning, group mentorship, and coach engagement to support new managers.
Final tips on becoming the best manager you can be
Taking on a manager role is hard.
You need to be able to manage people and their individual personalities while motivating, inspiring, and keeping them on track to yield results—while focusing on your own tasks and managing up—and making sure retention is high.
Don't forget that it's okay to ask for help. This is a lifetime skill that will become invaluable. Becoming a manager doesn't mean you cannot ask for help. Whether it's asking your peers and your own manager for advice, reading management books, listening to management podcasts, or taking manager training or coaching—all of these will serve you well as a manager!
Becoming a great manager can be a challenge, but with the right tools and knowledge, it can be one of the most rewarding and growth-minded experiences of your life.
There are many skills and factors to consider when you’re managing a startup. Some of these can be taught, while others must be developed through practice and experience. In this guide, we have discussed some of the most important skills for startup managers as well as some frameworks and training programs that can help you get started. It's important to remember that you don't need to be the best manager in the world — just the best manager for your team.