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When growth numbers are consistently not hit. Always push for transparency at a smaller company - if there isn't one already, attempt to implement an all-hands

When growth numbers are consistently not hit. Always push for transparency at a smaller company - if there isn't one already, attempt to implement an all-hands meeting at least bi-weekly that reviews goals for the quarter / year and the company's progress. If direction is constantly changing at a 1 or 2 month cadence, it's likely that there may be a shakeup coming sooner rather than later. It's wise to have a bit of cynicism when discussing company goals, progress, outcomes - things may not always be as bright as they seem. It's a good exercise to take these numbers and reduce them by a certain percentage, and see if those numbers are still good for company growth & stability.

ams6110 9y ago
It's really hard to tell as an employee. Management can blow sunshine at these kind of meetings and you'd need second sight to see the truth. Last time I was at a company that suddenly imploded everything was great one week, and then a week later half the staff got laid off.
- kevinmannix 9y ago
  That's true. Stats can be cherry-picked or distorted. That's why it's preferable to choose the goals / metrics at the start of the period so that other metrics can't be cherry-picked based on what might show "good" growth to employees.
nickpsecurity 9y ago
That's the prime indicator from what I've read here. Growth to take over new markets is whole point of most startups. I'll add that Jessica Livingston's answer in an interview on main thing differentiating founders' successes vs failures was amount of focus. The failed ones got distracted chasing all sorts of activities or sub-goals that weren't measurably helping them achieve the real ones (esp growth). They were just burning cash. The successful ones constantly tried to do anything they could to make something that would achieve growth they wanted. Users massively adopting the product with or without a lot of revenue depending on the game plan seems to be the prime metric after a certain amount of time has passed.

ams6110 9y ago

It's really hard to tell as an employee. Management can blow sunshine at these kind of meetings and you'd need second sight to see the truth. Last time I was at a company that suddenly imploded everything was great one week, and then a week later half the staff got laid off.

kevinmannix 9y ago
That's true. Stats can be cherry-picked or distorted. That's why it's preferable to choose the goals / metrics at the start of the period so that other metrics can't be cherry-picked based on what might show "good" growth to employees.

nickpsecurity 9y ago

That's the prime indicator from what I've read here. Growth to take over new markets is whole point of most startups. I'll add that Jessica Livingston's answer in an interview on main thing differentiating founders' successes vs failures was amount of focus. The failed ones got distracted chasing all sorts of activities or sub-goals that weren't measurably helping them achieve the real ones (esp growth). They were just burning cash. The successful ones constantly tried to do anything they could to make something that would achieve growth they wanted. Users massively adopting the product with or without a lot of revenue depending on the game plan seems to be the prime metric after a certain amount of time has passed.