Sudheesh Nair, CEO of TinyFish, shares insights on effective communication, making quick decisions, and navigating advice as a founder.
Sudheesh Nair, CEO of TinyFish, shares insights on effective communication, making quick decisions, and navigating advice as a founder. He also touches on the long-term perspective in venture capital and communicating during layoffs.
And I have this framework that I wrote a long time ago about how communication should be concentric circle. You should have the plan with the your three or four people in the company. But within 24 hours that circle should expand from the title group to the next group to the next group. That kind of velocity is important because otherwise what happens is the news will have its own life. So the first thing is extreme clarity in communicating. Second is decisive action with why we are doing this and that framework has to be defensible. So for example if a company's underperforming that needs to be very clear. It shouldn't be like oh we are underperforming but we overhired. A lot of CEOs actually talk about oh we overhired. If you really overhired and the company's performing normally that means the CEO should be fired. It's not the other way. The third thing uh is that you have to make
sure that the people who are affected know that the company was fair.