[Intro]
Working as the right-hand person to a Founder & CEO of a startup can provide a wide range of valuable learnings and experiences.
In this journey, I discovered that, beyond the essential technical skills like Problem Solving, Project Management, and Organizational Skills, the real difference lies in resilience and openness to learn and make mistakes. I learned that innovation and creativity are fundamental pillars for seeking solutions outside the box, and amidst constant challenges, I utilized and improved my emotional intelligence skills, realizing that success in this role goes beyond technical mastery, requiring not only sharp social skills and emotional intelligence but also the ability to deal with different people every day. It was essential to nurture a close relationship not only with the CEO but also with all the C-levels and all other team members, often becoming the communication bridge between the CEO and the rest of the company, facilitating and enhancing this relationship. A relationship that demands not only a lot of trust but also open and assertive communication.
Sharing these learnings, for those who are or aspire to be in this unique position, goes beyond a mere list of skills; it is a dive into the experiences and personal reflections that shaped my journey as Chief of Staff at Galaxies. Without further ado, let's get straight to the point:
1. Be Proactive
It may seem obvious, but in practice, this skill doesn't come naturally to everyone, and it's challenging to teach. Being proactive is more than not needing direct instructions on everything that needs to be done. It's, for example, being attentive in 100% of meetings and what's happening around you, not just to anticipate needs but to implement solutions even before they are requested, making them happen. I always saw my role as the person who absorbs the CEO's (and the entire strategic team's) ideas and needs to make them a reality and put them into practice, whether by directing the team, following up, planning, scheduling strategic meetings, or developing processes along the way. Proactivity is the engine that drives operational efficiency.
Extra tip: proactivity extends to communication. You are the source of information: bring updates, news, status even when not requested. Actually, especially when not requested. This helps demonstrate commitment and contributes to always updated decision-making. This practice also creates and strengthens trust, not only between you and the CEO but throughout the team.
2. Be a Facilitator
Your role is to make the CEO's life easier. Get actively involved in repetitive and small tasks: essentially, this often means sending the same document several times if necessary. Have a question? Look for the answer yourself in old messages, emails, Drive or ask who might know a solution, before asking the CEO. Remember, you are the source of information, not the other way around.
Be mindful of the CEO's time and attention and adopt practices that reflect this. I have the habit, for example, of sending a text message along with voice messages to categorize the nature and urgency of the subject, providing more effective communication and efficient time management, demonstrating a careful understanding of priorities. This makes it possible for them to listen when they can and not drop everything to find out what it's about when it's not something that requires their immediate attention.
Communication is key! We have weekly meetings to update on projects and how to solve certain problems. You have your own values and way of working, however, understanding how the CEO would act in various situations is a differential. Actively seeking their opinion and, at the same time, offering your own solutions when a problem arises, creates a collaborative work dynamic. This approach not only makes the CEO's life easier but also contributes to an environment where collaboration is the key to overcoming challenges.
3. Adapt to Rapid Changes
In an early-stage startup, changes occur at a frantic pace. What seems like a priority, urgent today, can quickly lose relevance within weeks. In this dynamic environment, it's crucial to remain flexible and adaptable, always ready to face imminent challenges. Furthermore, the absence of consolidated processes requires an agile approach and openness to experimentation. Although it was initially challenging for me as a person with a natural inclination for organization (lol), I learned to appreciate this fluid atmosphere. It not only encourages creativity and innovation but also allowed me to develop and engage in projects and processes across various areas and even to initiate some projects based on my personal interests. This capacity (and opportunity!) to create, test, and recreate continuously provides continuous and valuable learning.
4. Leave Ego Aside
Shedding ego is essential in a multifunctional role. Going beyond job descriptions is adopting the mindset of making everything flow and work as smoothly as possible, with synergy, like a "well-oiled machine." This implies not only taking on various responsibilities but also integrating harmoniously with different departments. Not clinging to a specific title or description is essential to ensure that all pieces fit together for collective success. This approach creates a culture where collaboration is prioritized over individuality.
5. Navigate Between Areas
Navigating between areas is a constant challenge that requires an understanding, even if basic, of all areas. And this understanding is essential for implementing complex strategies like OKRs, for example. From the beginning, my role involved being a shadow of Dani, having a complete immersion of the whole. Actively participating in meetings with external and internal stakeholders, investors, and advisors, I absorbed details about the market, context, and specific knowledge of each department (HR, Product, Marketing, Research...), but also Legal and Accounting. This knowledge not only facilitated communication between different sectors but also allowed me to understand the challenges and specific needs of each team. This exposure to diverse experiences allows you to bring insights from different areas for discussions and collaborations, and also promotes a more creative and innovative approach to finding solutions.
[Conclusion]
This journey as Chief of Staff at Galaxies has been one of profound discoveries and constant growth. Beyond the technical skills developed, I highlight how much I grew by challenging myself daily. I improved not only my emotional intelligence and interpersonal skills but also understood that mastering the technical part minimally facilitates the process of building leadership based on influence and trust, and developing and practicing this authentic leadership is crucial not only to lead but also to inspire and motivate the team. Nurturing this close relationship with the CEO and with the other team members is one of the greatest learnings I could have.
Of course, even understanding all these needs, I continue to learn constantly, being challenged to develop in all these aspects every day. I recognize that the challenges persist, but it is precisely this perspective that excites me. I am excited about how much I can still grow and develop in this role, which is still little known. The journey is just beginning, and I am eager to explore the vast possibilities that the future holds.
