Managing startup employees (without really managing)

Startups are known for having very loose roles.

This flexibility is a great strength–but it can also create crossed wires, confusion, and important things not getting done.

When things get a little too chaotic, founders often respond with either complete laissez-faire (not wanting to be a killjoy) or aggressive management (deadlines, stern conversations, PIPs). Either way, quality usually plummets and talented people leave.

But there’s a way to effectively “manage” a startup without getting heavy handed. Simply define the things that need to get done, and collaboratively agree on who’s responsible for what.