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Business > Growth Leadership > Flashcards

Growth Leadership Flashcards

1
Q

Growth Motions

A

It is a higher layer of growth above the growth loops, mentioned in the growth series.

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2
Q

Growth Motion Map

A

Analysis on product-led, marketing-led and sales-led approaches in Acquisition, Monetization and Retention

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3
Q

Growth Career Phases

A
  1. Validate Impact
    Show you can handle increased scope and greater impact on the business
  2. Demonstrate Repeatable Success
    Show your success is a pattern, not a data point.
  3. Unlock optionality
    Access high-autonomy career options, like consulting or advising
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4
Q

Specialization for growth leaders

A
  1. Customer, B2B or B2c
  2. Product, hardware, software vs marketplace
  3. Growth Motion, product-led vs marketing-let
  4. Company Stage, Early stage vs large public companies
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5
Q

Common growth reverse interview themes

A
  • Growth culture
  • Role and expectations
  • Strategy and Prioritization
  • Metrics
  • Technology
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6
Q

Common growth reverse interview themes - Growth culture

A

(What accountability do they expect)
What is your growth model?
How do you build your forecast?
Who participates in forecasting assumptions?
Who is accountable for the forecast?
What is a recent example where you disagreed with a team member’s decision but let them move forward anyway?
(Risk they can tolerate)
What bets have you or the company made with imperfect information?
When was the last time the team or the company failed? How were broader stakeholders informed of the failure?
What is your roadmap’s biggest risk or assumption for the upcoming period?

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7
Q

Common growth reverse interview themes - Role and expectations

A

(Right amount of autonomy and are expectations reasonable)
What does success look like in the first three months of this role?
What are 2-3 examples of decisions you expect the person in this role to make?
What is an example of a decision you expect the person in this role to get input from you on?
What is an example of a decision that you would make and expect this person to execute?
What did successful leaders do well, and where did they progress next? For those who struggle, what was their biggest challenge?
How do leaders at this level interact with the executive team or board if appropriate? What was your last interaction like?

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8
Q

Common growth reverse interview themes - Strategy and Prioritization

A

(Clarity on the strategy, to see an agile prioritization process, a balance of long term and short term initiatives)
What strategy artefacts exist? Can I read more about the company strategy or product strategy?
Where did ideas come from on the current strategy?
What are you working on right now to set up for success in one year?
What is the process for prioritizing work? How much flexibility exists with a month or quarter to adjust?
What are the biggest goals for your team this quarter or this year?

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9
Q

Common growth reverse interview themes - Metrics

A

(Evidence that the North Star metric and supporting KPIs are custom to the business, Evidence that the company refines its metrics regularly)
What is your north star metric?
What metrics do you look at on a daily or weekly basis? Can I see any dashboards?
When was the last time your KPIs changed and why?
How is the revenue forecast set? What are the underlying assumptions?

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10
Q

Common growth reverse interview themes - Technology

A

Tell me about your tech stack
How often can new code be deployed?
What was the last experiment you ran?

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11
Q

Structuring Reverse Interviews

A

1 Context, explain why you are asking these questions now
2 Ask, Ask your questions, starting specifically and then zooming out.
3. Synthesize, Synthesize the answer to show engagement and to deepen understanding and alignment.

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12
Q

First 90 Days Game Plan

A
  1. Learn, learn growth in the context of the company
  2. Teach, teach stakeholders about growth and your role
  3. Activate a growth strategy
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13
Q

First 90 Days Game Plan - Learn

A
  • Customer: Problem, persona, why and alternatives
  • Growth model: retention & engagement, Acquisition and monetization
  • Existing Growth Hypotheses: Vision, challenges and opportunities
  • Growth Foundations & Org Setup: Responsibilities, Buy in, Velocity, Evolution. Experimentation Platform, Analytical Platform, Data rituals.
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14
Q

First 90 Days Game Plan - Teach

A

Your goal with stakeholders should be to teach them what to expect from growth and build relationships to successfully collaborate.

What to teach:
Foundational knowledge
1. Define and contextualize what growth is
2. Leaky bucket analogy
3. Loops not funnels
4. How to execute
Advanced knowledge
5. Teach what you are learning
6. Level-set on expectations for the first 90 days

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15
Q

First 90 Days Game Plan - Activate

A

Optimization: Improving growth using systems that are already in place
Innovation: Improving growth by creating and implementing new systems and strategies

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16
Q

Metric Ownership Map

A

Own: You have primary accountability for a metric
Share: You share accountability for a metric with other functional leaders
Shed: You need to transition accountability for a metric to another team
Own - Need Help -> Share - Diminishing returns -> Shed
Diminishing returns:
- The metric doesn’t need active iteration just maintenance
- The metric is a better use of resources to put on ice
- The metric is outright more suitable for another team

17
Q

Common mistakes picking input metrics

A
  1. Avoid confusing correlation with causation
  2. Avoid picking input metrics you can’t impact
18
Q

How to own, share or shed

A

Common blockers
Own:
- Lack of leadership buy-in
– Demonstrate a compelling hypothesis through data
– Advocate for some space to experiment (within a set time frame)
– Prototype a solution to show what you are trying to do
- Lack of resource availability
– Advocate for new hires
– Borrow team members from cross-functional domains
– Put on Ice
After owning
Demonstrate your progress
Share:
- Lack of cross-functional trust and credibility
- Lack of resource availability
Overall the solution is building relationship resilience
– Start early
– Use data
– Prototype together
– Establish communication between teams
Shed
- Consider options to help the other team’s resourcing
- Build a longer transition window
- Involve leadership in the decision-making process
- Document processes/work that another team will need to pick up
- Ongoing cross-functional communication between teams and the entire company

19
Q

Growth Forecasting

A

Baseline Forecast: Reflects performance expectations assuming no growth work is done
Growth Expectations Forecast: Adjusts the baseline forecast based on projections of growth work done throughout the period. Better keep this internal. Based on your confidence level for each initiative
Executive Forecast: A more conservative version for executives. Apply a sweeping discount to the growth expectations forecast (Fudge factor).

20
Q

Pillars of Forecast Communication

A
  1. Conext: Explaining thinking and describing assumptions
  2. Scenarios: Discuss how different scenarios might play out
  3. Risks: Highlight risks that might undermine the forecast.
  4. Support: Executive support is necessary to execute. Especially important when 1 + 1 = 1.5
21
Q

The Growth Team Formation Pyramid

A
  1. Assess team needs. Start with the problem you are solving, then the hypothesis, then experiments, and lastly the skills you think you need
    Optimization is best for early-stage post-PMF, innovation is for matured company
  2. Decide team staffing. Leverage the different paths available to staffing your growth team.
  3. Prioritize team profiles. Identify which growth hires match the needs of your unique growth stage. (Optimization) Optimizer, Builder (Lay foundation) and Innovator (Innovation).
  4. Set up org structure. Choose the organizational structure that helps to support your team. Centralized vs Decentralized. Organize pods by KPI rather than domains
22
Q

Collaborate with cross-functional peers

A

Align on in this order
1. Hypotheses: Focus on customer problems
2. Experiments
3. Learnings: What shipped, what was learned and what are the next steps
4. Metrics

23
Q

Checkpoints to Measure a Ritual’s ROI

A
  1. Purpose. Does everyone involved understand the purpose?
  2. Satisfaction. Is everyone involved benefitting from it?
  3. Engagement. Are fewer people participating?
24
Q

Options for updating ritual

A
  1. Change frequency
  2. Change the ritual’s format
  3. Re-evaluate the attendee list
  4. Stop the ritual
25
Q

Growth Hiring Process

A
  1. Defining, and establishing specs and criteria(Relevant experience [growth motion, business model and industry experience], previous employer and keywords [Functional keywords and growth keywords]) for hiring
  2. Sourcing, finding talent
  3. Screening, Filtering talent and refining criteria
  4. Interviewing, choosing styles and questions
    - Interview styles
    Deep Dive Interviews (good for start and end rounds)
    – Technical
    – Situational (all levels, reveals how junior candidates think and how senior candidates pattern match)
    – Behavioural (mid to senior)
    Comprehensive Interviews (in between)
    – Showcase (Senior)
    – Case (junior to mid, builders and optimizer)
  5. Evaluating, synthesizing and deciding, use 1 or 0.

Root Cause: Knowing exactly who you need to hire for an open growth role

26
Q

Growth Competency Model

A
  1. Communication & Influence
    1.1 Strategic Communication
    1.2 Team Leadership
    1.3 Stakeholder Management
  2. Growth Execution
    2.1 Channel Fluency, possessing an in-depth understanding of the specific and relevant distribution and engagement channels that drive growth
    2.2 Experimentation
    2.3 Productizing Learning
  3. Customer Knowledge
    3.1 Instrumentation & Data Fluency, having expert-level knowledge of data, both qualitative and quantitative, and familiarity with tools to extract that data.
    3.2 User Psychology
    3.3 Creative & Narrative Development, the ability to understand and talk to different audiences
  4. Growth Strategy
    4.1 Growth Loop Modeling
    4.2 Capital Allocation & Forecasting
    4.3 Prioritization & Roadmapping
27
Q

Competency Spikes

A

Builder
- Experimentation
- Productizing Learnings
- User Psychology
- Prioritization & Roadmapping
Optimizer
- Channel Fluency
- Experimentation
- Instrumentation & Data Fluency
Innovator
- Strategic Communication
- Team Leadership
- Stakeholder Management
- Growth Loop Modeling

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