In “GrowUp: Take Your Startup to the Next Level,” Michelle Denogean offers a comprehensive guide for startup founders aiming to scale their businesses successfully. Drawing from her extensive experience as a CMO and startup advisor, Denogean identifies the key challenges that founders face when transitioning from starting a company to growing it. Central to her approach is the concept of “Superpowers,” distinct leadership strengths that founders possess, such as Innovator, Builder, Connector, and Persuader. While these Superpowers are essential for launching a company, Denogean emphasizes that relying solely on them can expose blind spots that hinder growth.
The book introduces the G-R-O-W framework, which outlines four core competencies—Gain Conviction, Ramp Up, Own Your Reputation, and Win Customers—that are crucial for scaling a startup. Denogean also addresses common obstacles like fear of failure and the need for strategic pivots, providing practical strategies to overcome them. She underscores the importance of self-awareness, team dynamics, and continuous improvement, making “GrowUp” not only a valuable resource for founders but also for leaders in established companies seeking to enhance their leadership skills and team effectiveness. Through this holistic approach, Denogean empowers readers to build resilient, adaptable, and successful organizations. Find out more in this interview with TechBullion.
What prompted you to write GrowUp?
I have been working with startups both as a CMO and as a startup advisor for a very long time. A recurring theme I’ve encountered is that people tell me I am more than a CMO. What they mean is that I have a holistic view and understanding of the startup world, focusing on the entire business rather than just the marketing silo. Hearing this repeatedly prompted me to reflect on its meaning and how I could leverage it.
Having closely observed dozens of founders, I’ve realized that each founder has a unique superpower that makes them great. However, I also discovered a simple truth: what makes founders great at starting their companies is not necessarily what will make them great at growing them. My ability to observe people and identify their potential, as well as the potential of their businesses if they can relinquish some control, inspired me to write this book. With my extensive experience in the operating seat, this book is my way of helping far more founders and startups than I could by working with them individually.
Your book GrowUp introduces the concept of “superpowers.” Can you elaborate on what these superpowers are and how they can impact a founder’s journey?
Absolutely. People typically have one of four Superpowers. There is a personality quiz that is part of the book that anyone can take, not just founders. You can also find the quiz on my website at michelledenogean.com. It is based on the Myers-Briggs personality test and has been adapted to uncover your work personality, or Superpower. Here are the four Superpowers:
1) Innovator: These leaders are creative and curious problem solvers. They deeply understand customers and find unique solutions to their problems.
2) Builder: This is the person that helps you ramp up your company. They obsess over data, put processes in place, and excel at raising money and hiring at the right time.
3) Connector: Connectors know everyone in a given industry, or at least it feels that way. They are typically thought leaders who speak with inspiration. They know everyone personally and inspire them with their perspective.
4) Persuader: The Persuader is analytical and action-oriented, but they are also amazing storytellers. For the Persuader, the story is more of a means to an end. This is the person you want on your team to win customers and negotiate contracts with vendors. Persuaders do what it takes to get things done.
People will typically have one primary Superpower but also possess a couple of secondary ones they can tap into. Embracing your primary Superpower can give your company a huge advantage. However, the exercise is more about identifying the Superpowers you lack. Understanding where you are not able to leverage the core competencies associated with a specific Superpower helps you surround yourself with the right people to balance that out.
In GrowUp, you outline four core competencies needed to G-R-O-W. Can you break these down and explain their significance in the growth process?
As you mentioned, there are four core competencies needed for a startup to GrowUp– Gain Conviction, Ramp Up, Own Your Reputation, and Win Customers. Each of these plays a critical role in scaling a startup successfully. Here is a breakdown of the G-R-O-W framework:
- Gain Conviction: Companies that Gain Conviction know that to build a viable business, they need confidence that their solution has product market fit. Gaining conviction requires a deep belief in the product’s potential, avoiding the trap of molding it solely based on customer suggestions. This conviction inspires the team, attracts investors, and helps navigate challenges, laying a strong foundation for the business.
- Ramp Up: Companies that successfully Ramp Up love being prepared. This competency involves thorough business planning, data collection, and scenario modeling to ensure informed decision-making. It includes setting up processes, procedures, and KPIs to track the company’s health and performance. By relying on hard facts and detailed planning, companies can predict outcomes, optimize operations, and scale sustainably.
- Own Your Reputation: Companies adept at owning their reputation understand the importance of building deep relationships with employees, customers and the industry at large. This competency focuses on fostering a positive company culture and maintaining a strong brand presence. Companies that Own Their Reputation prioritize employee and customer engagement, ensuring their mission resonates deeply.
- Win Customers: Companies that Win Customers are strategic and analytical, often using data-driven insights to influence decision-making. This competency involves using customer stories, proof points, and persuasive communication to overcome objections and close deals. Winning Customers requires charm, charisma, and the ability to use data effectively to highlight the product’s benefits.
Mastering these core competencies enables founders to navigate the complexities of growth and position their startups for enduring success. Each G-R-O-W competency addresses a fundamental aspect of the growth process, ensuring a comprehensive approach to scaling up.
A significant theme in your book is the identification of one’s blind spot. What are some common blind spots you’ve observed in founders, and how can they be addressed?
Much like founders have Superpowers that make them great, they also have blind spots. Blind spots are different from weaknesses because people cannot see them—they are hiding in plain sight. Most of the time, everyone else can see them, but the individual cannot, whereas most people are aware of their weaknesses. That is the difference.
For example, a founder might refuse to hire a specific person despite advice to the contrary or avoid putting processes in place because they dislike it. Process is the Innovator’s blind spot because they want to take risks and move quickly. They often don’t realize the detriment that not setting up specific processes can have on their business.
On the other hand, a Builder’s blind spot is often taking risks. Builders are highly focused on data, processes, and ensuring everything is in order, which can sometimes lead to missed opportunities. They might take too long to run numbers and calculate potential impacts, causing delays in decision-making.
Addressing blind spots requires reflection and self-awareness. Founders need to get in touch with their inner selves in order to ensure that all core competencies are covered. By acknowledging and addressing their own blind spots, founders can create a more balanced and effective leadership approach, which empowers their teams to be successful – ultimately benefiting their startup’s growth and success.
You mention the fear of failure as a barrier to effective leadership. What strategies do you recommend for founders to overcome this fear?
The fear of failure is a common barrier for founders and often leads to a strong desire to give up. It’s crucial to recognize that almost every founder has thought about giving up at least once along the way. Here are some strategies to overcome this fear and keep moving forward:
First, recognize that there will be moments when you feel like giving up. These moments often occur when you realize that your Superpower alone isn’t enough to carry your company over the finish line. This realization is not a sign to quit. It’s an opportunity to appreciate the strength that got your company started. Now is the time to build a team with the other three Superpowers to realize your company’s full potential. Remember, even the most successful companies started small and had humble beginnings.
Second, identifying your blind spots can be humbling but is essential for growth. Once you identify a blind spot, you can address it like any other business challenge. Acknowledge these blind spots, share them with your team, and take action to bring on people who can help cover these areas. Vulnerability in leadership makes you more approachable and strengthens team dedication.
Finally, embracing the need to pivot can feel like a failure because it involves a significant shift in your business plan. However, pivots are not failures; they are opportunities for success. Recognize that what you initially thought would work might not, and be brave enough to change direction. Embrace the aha moments that lead to a pivot, and use them to inspire your team and stakeholders.
With the proper framework, you can successfully transition from a startup to GrowUp. As Andy Moss, my dear friend and the CEO of Mindtrip, says, “Startups are a game of attrition. Winning is about perseverance, which requires one to stay in the game and weather whatever comes your way.”
Don’t give up. By recognizing your Superpower, identifying your blind spots, and staying open to change, anything is possible. Remember, “What doesn’t kill you makes you stronger” is especially true for going from startup to GrowUp.
In GrowUp, you discuss the importance of flexibility and knowing when to pivot. Can you share an example of a successful pivot and the key factors that made it work?
Realizing that your business will not survive without drastic change can be devastating, as it may feel like your original vision was flawed. As the founder, this can be very personal, and openly admitting that your “baby” will not grow up in its current form can be quite depressing. However, there is nothing wrong with having to pivot. In fact, some of the most successful companies of all time were completely different entities before they hit it big.
One iconic example of a successful pivot is Play-Doh. Founded in 1912 by a company named Kutol, Play-Doh was originally intended to be a wall cleaner targeting homemakers. The product was a success for a few decades until the transition from heating with coal to oil, gas, and electricity occurred in the 1930s. This shift eliminated the problem of sooty buildup on wallpaper, making the cleaner obsolete.
In an effort to turn around the struggling company, the founder’s sister-in-law, who was a teacher, read an article about using wallpaper cleaner for modeling projects. She brought it into her classroom, and the kids loved molding it into all sorts of shapes and sizes. The pivot quickly took hold.
Since its debut as a children’s toy, Play-Doh has sold over three billion cans, completely eclipsing its previous existence as a wallpaper cleaner. The same exact product found a completely different target audience, exemplifying the concept of product-market fit.
The book emphasizes the significance of owning one’s reputation. How can founders effectively manage their reputation in today’s digital landscape?
Owning your reputation is an active, daily commitment to building and protecting what you have created. In today’s digital landscape, managing reputation involves several key strategies:
First, understand the connection between happy employees and happy customers. How your company is viewed externally is directly linked to how you and your staff interact internally and with customers. Your employees are your most important touchpoints, including everyone from sales teams to engineers. How you treat each other will inevitably reflect in how your company treats customers.
Secondly, be intentional about defining your brand and perfecting your message across all digital channels. Your brand is your company’s personality and belief system. Use your website, social media, and email communications to consistently convey your brand’s identity. Engage with your industry to gather feedback and refine your messaging, ensuring it resonates with your audience.
Finally, actively monitor and manage your online presence. Ensure that your company’s actions align with your values and brand identity. This consistency is crucial for building trust and persuading new customers. Positive online reviews, testimonials, and social media interactions will help reinforce your reputation.
In your book, you encourage founders to strive for continuous improvement. How can they work on this while they are busy building their company?
Continuous improvement starts with self-awareness, which, while it requires effort, can be managed in the background. If founders refuse to give up and are prepared to be unflinchingly honest with themselves and their leadership team, they have what it takes to turn things around. I won’t sugarcoat it. The level of change my book suggests can be mentally and emotionally challenging—founders may need to change their minds, behaviors, perspectives, and goals. And change is uncomfortable.
In addition to self-awareness, the GrowUp model is a cycle that includes assessment and adjustment. It is not a one-and-done exercise. The adjustment period is all about empowering teams, which should free up a founder’s time rather than take more when it comes to building their company. In my experience, early-stage companies often mirror their founders. The founder’s strengths are typically their company’s strengths, and their weaknesses and blind spots are often the company’s weaknesses and blind spots. Most early-stage founders try to be involved in all four core competencies at once, which weighs them down. By hiring the right people and empowering them, founders can distribute the workload effectively. This approach not only lightens their burden but also ensures their company is built for the long run.
It seems GrowUp can benefit a broader audience than just founders. While you were writing it, did you think about the book’s broader audience?
Yes, definitely. GrowUp can be applied to anyone in a leadership role who wants to understand their team and how their own Superpower and blind spots affect their team interactions. I have had entire teams take the Superpower test, reflect on who might be missing to complete the G-R-O-W competencies, and bring in people from across the company with the missing Superpower. They are already seeing huge improvements in their team’s accomplishments.
The reason GrowUp focuses on the founder is that everything about a company starts with them. As mentioned earlier, a company’s strengths, weaknesses, and blind spots tend to mirror those of the founder. This interconnectedness means that while the concepts in GrowUp are valuable for team growth, the overall growth of the company is intrinsically linked to the founding team.
By understanding their own Superpower and blind spots, leaders at all levels can better support their teams and ensure a balanced approach to achieving the G-R-O-W competencies.
So, while the primary audience might be founders, the principles of GrowUp are universally applicable to anyone looking to improve their leadership skills and team effectiveness. Whether you are a manager, executive, or team leader, embracing the G-R-O-W framework can help you foster a more dynamic and successful team.
How can established companies learn from the insights shared in GrowUp regarding company culture?
Established companies can greatly benefit from the insights shared in GrowUp by focusing on self-awareness, team dynamics, and the core competencies necessary for sustained growth. Much like startup teams, established companies can apply these principles to enhance their culture and performance.
Leaders should engage in self-reflection to understand their Superpowers and blind spots, which influence company culture. This self-awareness can lead to more effective leadership and a cohesive environment. Assessing team dynamics with the Superpower test helps identify missing competencies. Bringing in people with the right Superpowers creates balanced, productive teams.
Aligning company culture with leadership values is crucial. Revisiting and communicating cultural values fosters a positive environment that supports long-term goals. Empowering teams by delegating responsibilities to those with the right Superpowers increases employee satisfaction, decision-making, and innovation.
Integrating the GrowUp model’s cycle of Awareness, Assessment, and Adjustment into ongoing processes keeps companies adaptable and resilient. This proactive approach enhances culture, improves team dynamics, and reinforces core competencies, helping established companies thrive in today’s competitive landscape.
What advice would you give to someone who is considering starting their own business for the first time?
Understand your Superpower and lean into it. This unique strength will be the cornerstone that makes you great at starting your company. Embrace it fully, but also recognize that your Superpower alone will not guarantee your company’s success.
Surround yourself with all four Superpowers—Innovator, Builder, Connector, and Persuader—and do the work to understand your blind spots before even starting the company. This self-awareness will help you identify the right people to bring in and empower. If you don’t have all four Superpowers in your founding team, bring on trusted advisors to balance you out from the start.
Building a balanced team from the beginning is crucial. Each Superpower plays a vital role in the growth and sustainability of your business. By acknowledging your own strengths and weaknesses, you can create a diverse team that complements each other’s skills.
Additionally, be prepared for the challenges and discomfort that come with change and growth. Perseverance and a willingness to adapt are key to navigating the startup journey. Engage in continuous self-assessment and be open to feedback. This proactive approach will help you stay agile and resilient in the face of inevitable obstacles. Be open to potential pivots. Don’t get too attached to your original vision; remember, pivots can be your biggest opportunities.
