Founders of start-ups are often focused solely on getting the product in time to market and finding their new customers. They are too often concentrated on the day to day, rather than on managing their people. In recent coaching sessions, a founder told me “I don’t worry about what will happen if people leave me” and another founder said that “management skills are only nice to have”.

From my experience, the assumption that you can develop a successful company without paying attention to managing people and performance is false and dangerous.

Unless you are flying solo, no company can grow with a lack of talent. The basis for growth is having the right people, with the right skills at the right time.

This means planning your workforce in advance of the growth, identifying & developing your talent and making sure that those you can’t afford losing are staying with you throughout the journey.

Your employees are your capital. This is not merely a cliché.  For every start-up, this is a breaking point between success and failure. Start-ups don’t have time and resources to be process oriented and document every step, procedure, external relationships and code line. They rely on their employees more than a large organisation does. Taking for granted that employees will stay, and / or not caring if they leave could, and will, risk the start-up future success.

Implementing the right talent management framework is crucial and not just a ‘nice to have’. This does not mean bureaucracy, nor spending many hours on the issue.

Simple, best practice talent management planning, attraction, and retention strategies will help grow your businesses.