When launching a company, especially in a fast-moving environment like Africa or other emerging markets, it’s easy to underestimate just how critical your early leadership hires will be. The temptation is to focus solely on survival, hitting product milestones, raising capital, and closing your first big client. But behind every resilient business is a leadership team that understands the mission, complements the founder, and grows with the company.
Building that team from scratch is no small feat. Founders often juggle uncertainty, limited resources, and an evolving vision. Still, the best time to lay the foundation for your leadership team is at the very beginning. Here’s how to do it strategically.
Start With the Gaps You Can’t Cover
Founders typically wear many hats, especially in the early stages. But nobody can do everything well. The first step is identifying your own gaps—not just in skill but in time, energy, and focus. Are you a product visionary who avoids spreadsheets? Then your first leadership hire might be a finance lead or COO. Are you deeply technical but unsure about go-to-market strategy? A strong head of sales or marketing could be essential.
Being honest about your blind spots isn’t a weakness. It’s an advantage. Successful founders know what they bring to the table and build around that. This mindset avoids duplication and fosters a complementary leadership culture right from the start.
Avoid the ‘Mini-Me’ Trap
There’s a common mistake early founders make: hiring people just like them. It feels good in the short term. You agree on everything. You share similar backgrounds. But building a leadership team isn’t about comfort, it’s about capability and diversity of thought.
A 2020 McKinsey report on diversity highlighted that companies with diverse executive teams outperform their peers on profitability. More perspectives mean better decisions. So when you hire, deliberately look for people with different styles, experiences, and even personalities. It will make your team more rounded and resilient in the long run.
Hire for Trajectory, Not Just Experience
It’s tempting to chase star resumes. A former Google product manager or ex-investment banker might impress investors, but do they fit your company’s stage and pace? The best leadership hires in the early stage are often those on an upward trajectory—hungry, adaptable, and eager to grow with the business.
Look for people who have taken on stretch roles in the past, built something from scratch, or thrived in uncertainty. Ask references about how they handled ambiguity and conflict. You’re not hiring for polish; you’re hiring for problem-solving, resourcefulness, and the ability to scale with the business.
Don’t Underestimate Chemistry
Your early leadership team will be in the trenches with you, often for long hours and through emotional highs and lows. A high EQ (emotional intelligence) hire can sometimes be more valuable than a high IQ one. Skills and strategy matter, but so does chemistry.
Spend time with candidates outside formal interviews. Observe how they behave in stressful situations. Do they blame others or take ownership? Do they show empathy, or are they transactional? Ask yourself one key question: Would I trust this person to represent the company when I’m not in the room?
Define Roles, but Stay Flexible
Job titles can feel premature at the beginning, but clarity still matters. Every leadership hire should know what success looks like in their role—even if that definition will evolve. Write out a 30-60-90-day plan. Align on what’s urgent versus important.
However, don’t make the mistake of boxing people in. Start-ups morph quickly. Your Head of Growth might be launching paid ads today and running customer support next month. Flexibility and a “no ego” culture should be built into the DNA of your leadership team from day one.
Equity Is Not a Shortcut for Salary
Many early-stage founders use equity as a substitute for cash when hiring leaders. That can work but only if both parties truly understand what the equity is worth and when it might be realised. A vague promise of future millions can backfire if the company pivots or exits differently than expected.
Be clear about how much equity you’re offering, what the vesting schedule looks like, and what the company’s current valuation implies. Tools like Carta and Pulley can help you issue and manage equity grants properly. Transparency builds trust and avoids resentment later.
Bring Advisors Into the Loop Early
You may not be able to afford a full C-suite on day one, but you can still access strategic guidance through advisors and part-time consultants. These professionals can help fill leadership gaps temporarily while you build up to full-time hires.
Engage advisors with relevant operational experience, not just brand names. You want people who understand the practical realities of building a business at your stage. Consider equity-based advisory roles using tools like AdvisoryCloud or formalising it via SAFE notes if they’re contributing consistently.
Culture Starts at the Top
Founders often talk about company culture as something that will emerge later. But it begins with your first leadership hire. The way your early team communicates, debates, handles conflict, and celebrates wins will shape how everyone else behaves.
Write down your values early, even if it feels forced. Be explicit about the kind of company you want to build. If you value radical transparency or a remote-first culture, your leadership team should model that every day. As the saying goes, culture is what you tolerate.
Align Leadership With Your Funding Strategy
Different funding paths demand different leadership configurations. If you’re bootstrapping, you may need a lean, multi-skilled leadership team that can wear multiple hats and stretch cash flow. If you’re backed by VCs, your investors might expect more structured leadership hires and reporting lines.
Whichever path you choose, communicate your funding and growth strategy to your leadership team. That alignment keeps expectations realistic and priorities focused. Misalignment at the top can be costly.
Think Like a Team, Not a Collection of Roles
Finally, your leadership team should not operate in silos. Avoid the “every head for themselves” approach. Build rituals that encourage collaboration—weekly check-ins, shared OKRs, cross-functional planning sessions. Encourage peer feedback and shared wins.
Team dynamics are just as important as individual brilliance. You’re not just hiring operators; you’re creating a leadership culture.
Building a leadership team when you’re just starting out requires vision, patience, and emotional intelligence. It’s not about getting the most impressive resumes around a table. It’s about assembling a group of people who believe in the mission, complement your skills, challenge your thinking, and grow with the company.
When done right, your early leadership team becomes more than just a group of co-workers. They become co-architects of the company you’re building—and the biggest force behind your long-term success.
