Suggestions
Matt Williamson
Serial Entrepreneur. Founder of Plum CoOwnership and Windsor Circle. Winner of Google Demo Day and Entrepreneur Magazine Elevator Pitch
Matt Williamson is the CEO and Founder of Prediktiv.io, a company based in Durham, NC.1 He is a seasoned entrepreneur with a robust career in startups and leadership roles. Some key points about Matt Williamson include:
-
Current Role: CEO/Founder at Prediktiv.io1
-
Previous Experience:
-
Notable Achievements:
-
Education:
- Attended UNC Kenan-Flagler Business School, where he served as President of the MBA Student Association1
Matt Williamson has a track record of founding, scaling, and selling successful companies in the technology and marketing sectors. His current venture, Prediktiv.io, appears to be focused on helping founders and executives launch and scale their innovations.2
Highlights
Friends - Please come join us at the 7th Annual Brunswick Stew and Soulful Tunes fundraiser for the Durham Central Park on November 9th from 5pm-9pm.
🥣 Pipin' Hot Freshly Made Brunswick Stew 🍺 Ice Cold Beer The Glass Jug Beer Lab 🎸 5 Hours of Live Music!
We sell out early every year, so mark your 🗓️ and buy your tickets now!
If you don't wanna do it, you're not gonna be good at it. If you don't understand it, you're not gonna be good at it. If you don't know how to do it... you get the drift.
For your team to be successful in their roles, each member has to clear these three hurdles. BUT IT'S YOUR JOB to put the right people in the right seats. It's one of the most important jobs of a leadership team.
There are multiple frameworks you can use to dial this in, but the one I like the most is EOS (I'm not a certified instructor, I've just used it several times in building companies and functions).
Once you get your accountability chart set up (see prior post: https://lnkd.in/eGv9apJe), you must ask 3 questions:
====> GET IT The first dimension is ensuring that the team member understands the role, and why it's important. This is more than just the job responsibilities. Your job here is to make sure they understand why they matter to the organization.
As humans, we want to know that our contributions matter. If the team member doesn't make that connection, they won't be intrinsically motivated to do their best.
====> WANT IT Ok... the next step is to be sure they actually want to do that work and be responsible for that stewardship.
Let's be real. We all need a paycheck. Gotta feed the fam. If you ask "do you want to do this job?" you're likely going to hear "yes," even if they don't really want to do it.
The better way to get this is to be empathic and listen to see if the role lines up with their personal and professional goals. Before doing all of this work, host a lunch or a coffee with your team member, where you ask questions like:
- What's your favorite part of the day?
- What's your least favorite?
- What do you feel like you slay on a daily basis?
- What would you rather leave to someone else to do?
- A little cliche, but the "what do you hope to be doing in 5 years?" question can help get at this too.
Of course, if the team member has some time with the org, you can lean on your observations of their behavior to fill in these gaps to. People put time into the stuff they like to do, and skimp on the things they hate. (Don't ask me about my expense reports... ugh).
====> CAPABLE The last hurdle is "can they do the job?"
They may understand the role. They may want to do it and believe that it lines up with their personal and professional aspirations. But if they simply don't have the skills or the capacity, they will fail.
So... now you have a decision to make. Don't give that person the seat, or do so knowing that you are going to be developing them in their skillset.
If they Get It, Want It, and are Capable... put that person on that seat and watch them soar!
====================== At Prediktiv.io, we help founders and executives build teams and scale innovations. If you want to chat a bit, DM me.
