Let me apologize for the lack of pithy in the title of this post, normally, I would have made it something witty, but I decided that this topic is way too important for me to be too much of a smartass. For those that like the pithy imagine I used the title “What up Slut?” Not because it fits the article, but because it made you smile.

As Current Wisdom grew, our team was really just two of us, me and Matt Hessler and given the scope of the services business, it was easy enough to run (given we never grew above 9 people). Went Matt left, I continued to run Current Wisdom on my own. At Indigio, the senior management team was 5: CEO, COO, SVP, and two VPs. Each covering a different service delivery aspect of the business. Now that I have left Indigio, I imagine that they will stay with 4 on the senior management team: CEO, COO, VP of Service Delivery (Mr. Inside) and VP Client Services (Mrs. Outside).

At UC Davis, when I studied organizational studies and later in (a couple of) master’s programs, there was much discussion about leadership and team dynamics. The focus was always on communication and work flow. We researched large companies and small companies and the following always seemed true. There are 4 functions that a organization needs to be successful from a management perspective. Sometimes these functions can be managed individually, sometimes the individuals are able to manage multiple functions.

Head Coach (CEO) – The head coach of a football team determines the direction and style of the team. Often that style adjusts based on the talent, but while they make take input from every member of the team, they are the person who makes the final decisions and takes the blame/accolades for that decision. At Lijit, Todd Vernon, a first time CEO, is growing into a solid head coach, with the single most important factor being his willingness to listen to others.

Offensive Coordinator (CTO) – The offensive coordinator takes the personnel and devises an offense that they can run first. Second, he will devise plays that most people would not be able to dream. He spends most of his time outside the box focusing on offensive theory and its application. At Lijit, Stan James, a first time CTO, is learning what part of being a CTO he enjoys and is good at, and which parts he falls short. As Founder of Lijit, he is wonderful at devising interesting ways to use the technology.

Star Quarterback (CRO/VP, Business Development) – Your star quarterback is paid to throw bombs and make plays. He is set up to be the catalyst of the team, but not the ultimate reason for success or failure. That is always laid at the feet of the head coach, and is shared by each member of the team. The QB will have input to the head coach and offensive coordinator to ensure that the style and play selection are doable. But if the head coach decides that the team will be a running team, the QB will hand the ball off and be the best lead blocker he can be. If the offensive coordinator designs a play that the QB cant perform personally or because of personnel, then he will work with the offensive coordinator to ensure that the plays are refined. I hold this position at Lijit.

General Manager (COO) – The analogy breaks down a bit here because usually the general manager has the ability to hire/fire the head coach, which is not true in most organizations. But, functionally, the general manager takes the directional input from the head coach, offensive coordinator and star quarterback and makes sure that the team’s composition is appropriate to enact the vision. Organizationally, the general manager makes sure that everything works like clockwork, and that there is little procedural friction to the success of the organization. Often, the GM is motivational as well, operating outside of the direct play calling dynamic of the head coach / offensive coordinator / QB. The GM is probably one of the most unsung members of the senior management team. Walter Knapp, serves in this role at Lijit, and brings something most COO’s are missing, a love of learning and a willingness to get his hands dirty.

So where are some of the other traditional members of the team? The CFO, Controller, VP of Engineering, VP of Product Development, etc.? A while back Todd wrote an post about how he saw different roles of folks in an organization. While there is something to be said for the thought vs. action concept Todd outlined, great organizations often have these lines blurred, where there is the knowledge (perhaps not the practice) that no member of the team is above doing the work or helping the cause.

So, as I start my first official day as the QB on the Lijit team, I am excited to be in a world where each member of the team excels at what they do, and I will be able to focus on generating revenue and building distribution. After all, the one thing I learned at Current Wisdom is that even with a 7-3/4 head, its still not big enough to wear all the hats effectively.

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