????創(chuàng)始人是初創(chuàng)公司的最佳CEO人選，因?yàn)樗麄冇屑で?，更專注，有膽識(shí)。但在成長(zhǎng)階段，公司領(lǐng)導(dǎo)人的職責(zé)則從啟動(dòng)變成了執(zhí)行，從開(kāi)拓變成了規(guī)?；瘮U(kuò)張。

????優(yōu)秀的成長(zhǎng)期CEO需要具備一些獨(dú)特的技能，對(duì)促成初期成功的特性進(jìn)行補(bǔ)充。以下為筆者曾經(jīng)共事過(guò)的最優(yōu)秀的成長(zhǎng)期CEO所共有的五大特質(zhì)：

????1. 不懈地追求合適的團(tuán)隊(duì)。在初期，成功招聘意味著尋找那些具有文化認(rèn)同感的超級(jí)天才們。而在成長(zhǎng)階段，最優(yōu)秀的領(lǐng)導(dǎo)人很清楚，何時(shí)應(yīng)該引進(jìn)擁有專業(yè)知識(shí)，并有能力推動(dòng)公司規(guī)?；瘮U(kuò)張的技術(shù)型人才。你無(wú)法承擔(dān)文化徹底錯(cuò)位的風(fēng)險(xiǎn)，但隨著你尋求的技能變得越來(lái)越稀缺，你針對(duì)每一個(gè)職位引進(jìn)的人才，不可能全都成為公司文化的忠誠(chéng)守護(hù)者。而且持續(xù)提高團(tuán)隊(duì)的能力與素質(zhì)可能傷害一些人的感情，尤其是當(dāng)個(gè)別早期員工跟不上團(tuán)隊(duì)提升速度的時(shí)候。但無(wú)論如何，在公司規(guī)模化擴(kuò)張的過(guò)程中，為自己網(wǎng)羅最優(yōu)秀的人才至關(guān)重要。

????2. 專注“附加賭注”的能力。高效的成長(zhǎng)期領(lǐng)導(dǎo)人會(huì)讓自己的團(tuán)隊(duì)高度關(guān)注成功的主要推動(dòng)因素。這種單一的專注對(duì)于度過(guò)初創(chuàng)階段很有必要，但在成長(zhǎng)階段則可能使側(cè)翼門戶大開(kāi)。聰明的競(jìng)爭(zhēng)對(duì)手會(huì)抓住本屬于你的機(jī)會(huì)，削弱你的整體運(yùn)營(yíng)。最出色的成長(zhǎng)期CEO們?cè)谑构颈３謱Ｗ⒌耐瑫r(shí)，也會(huì)確定并重點(diǎn)發(fā)展適當(dāng)?shù)摹案郊淤€注”。所謂“附加賭注”是指最初的非常規(guī)項(xiàng)目。項(xiàng)目涉及的人數(shù)有限，造成的顛覆效應(yīng)也有限，在短期內(nèi)似乎并不合理，但最終隨著時(shí)間的推移，它會(huì)成為公司基本業(yè)務(wù)的重要補(bǔ)充?！案郊淤€注”需要有正確的監(jiān)督，要限制數(shù)量，而且一旦無(wú)效必須立即放棄。只要這些項(xiàng)目能夠成功，便會(huì)給公司帶來(lái)重要影響，保護(hù)公司的運(yùn)營(yíng)。

????3. 崇尚學(xué)習(xí)。作為一名成長(zhǎng)期的公司CEO，你需要能夠勝任公司的多個(gè)方面，甚至要做到出類拔萃，其中包括銷售、營(yíng)銷、產(chǎn)品與財(cái)務(wù)。沒(méi)有人天生就樣樣精通。最優(yōu)秀的CEO會(huì)將學(xué)習(xí)作為每天工作生活的一部分。他們會(huì)請(qǐng)教專家，同時(shí)還會(huì)鼓勵(lì)團(tuán)隊(duì)也不斷學(xué)習(xí)，將學(xué)習(xí)融入到公司文化當(dāng)中。這種對(duì)學(xué)習(xí)的投入能幫助公司在大規(guī)模擴(kuò)張過(guò)程中保持靈活，不斷提高。

????4. 建立一種能自力更生的機(jī)制。在初創(chuàng)階段，你會(huì)遇到數(shù)量有限的大問(wèn)題（例如：技術(shù)是否有效，是否有合適的產(chǎn)品市場(chǎng)等）。而在成長(zhǎng)階段，你更有可能遇到更多較為普通的問(wèn)題（如消費(fèi)者不滿意，關(guān)鍵員工打算離職，銷售傭金結(jié)構(gòu)等）。這樣的問(wèn)題會(huì)越來(lái)越多，讓人疲于應(yīng)付。最優(yōu)秀的CEO會(huì)建立一種機(jī)制，來(lái)持續(xù)解決這種問(wèn)題。怎么做？授權(quán)給團(tuán)隊(duì)，給他們提供文化上的總體方向，幫助他們進(jìn)行有效的決策，信任他們無(wú)需通過(guò)微觀管理也能把工作做好。

????Founders are the best start-up CEOs, thanks to their passion, focus and audacity. In the growth stage, however, the job of a company leader changes from inception to execution, from development to scale.

????Great growth-stage CEOs require unique skills to complement the attributes that contributed to their success as early stage leaders. Below are five common traits among the best growth stage CEOs with whom I've worked.

????1. Relentless Pursuit of the Right Team. Successful recruiting in the early stage is more about finding super talented folks with tight cultural alignment. In the growth stage, the best leaders recognize when to bring in skill players with functional expertise and capacity to scale. You can never take a risk on a complete cultural misfit, but as the skill sets you seek become rarer, not every position player you bring in will be a strong steward of your company culture. Continually upping the capacity and quality of your team may hurt feelings, especially if some of the early employees are unable to keep up, but surrounding yourself with the very best as you're scaling is critical.

????2. Focus with Aptitude for "Side Bets." Effective growth-stage leaders keep their teams hyper-focused on the key drivers of success. This type of singular concentration, necessary to get through the start-up phase, can leave flanks open in the growth stage. Clever competitors will seek to grab opportunities that otherwise would have been yours, weakening your overall franchise. While keeping their companies extremely focused, the best growth stage CEOs also are able to identify and prioritize the right "side bets" – projects that start as skunk works, involve a limited number of people and disruption, never seem justified in the short run, but can grow to become important compliments to the base business over time. Side bets need the right oversight, should be limited in number and need to be killed quickly if they're not working. Those that do work can have great impact and protect your franchise.

????3. Commitment to Learning. As a growth-stage company CEO, you'll need to become competent, even great, in multiple aspects and dimensions of your business -- including sales, marketing, product and finance. No one starts as a master of all. The best CEOs make learning an active part of their day, seeking out experts, encouraging the same of their team and build this into their culture. This commitment helps companies stay agile and improve as they scale.

????4. Building a Self-Reliant Organization. While a start-up, you encounter a limited number of very large problems (e.g., does the technology work, is there product market fit, etc.). When you graduate to the growth stage, you're more likely to encounter a longer list of medium-sized problems (unhappy customers, key employees thinking about leaving, sales compensation structures, etc.). The list quickly gets too long for any one person to manage. The best CEOs build an organization prepared to tackle these medium-sized issues consistently. How? By empowering their teams, giving them the cultural rudders to help direct good decision-making and trusting them to get the job done without micro-managing.