How Can Startups Retain Exceptional Talent While Embracing Growth?

When you’re starting a company, you attract people who are just as excited about building something new as you are. They’re the kind of people who thrive on chaos, jump at new ideas, and don’t need a lot of structure to get things done. In those early days, that’s exactly what you need—people who aren’t afraid to take risks and move fast.

But as my company started growing, I realized that some of those early team members, the ones who were essential in the beginning, were starting to struggle. The company was changing, and we needed more processes and structure to handle the growth.

Some of these great people weren’t finishing projects, or they were bouncing from one idea to the next without wrapping things up. And while that was fine when we were just trying to get off the ground, it was becoming a problem.

The big question for me was, How do I keep these talented people who helped us get here, without letting their habits hold the company back?

What worked for me was looking at my team in terms of three key factors: Culture, Skill, and the ability to Scale. These are the things that determine whether someone will thrive as the company grows, or if they’ll struggle to keep up.

Here’s what I found:

This is the hardest situation. There were times when someone just didn’t seem to fit in with the team anymore—they weren’t on the same page culturally, and they didn’t have the skills the role required. It’s not easy, but in situations like this, it became clear that it was best to let them go. I tried coaching,

I tried moving them to different roles, but sometimes it’s just not the right fit. When I made the tough decision to part ways, it freed them to find something better suited for them, and it helped my team stay aligned.

On the other hand, there were people who fit perfectly with our culture—they believed in what we were doing, worked well with the team, but they were missing some of the skills they needed to excel. For these people, I saw a huge opportunity. Instead of letting them struggle, I invested in their development.

Whether it was training or mentorship, I gave them the tools they needed to grow into the role. And since they already fit with the company’s culture, that investment paid off in the long run.

Now, this one is tricky. Some people had the skills, no doubt about it. They were great at their jobs, but they just didn’t gel with the company culture. Maybe they didn’t work well with others, or they didn’t seem to care about the team’s mission. These situations required a lot of honest conversations. I had to sit down with them and explain how their approach was affecting the rest of the team.

Sometimes we were able to get on the same page, and they made the adjustments. Other times, we realized that they would be happier and more successful in a different environment. It’s tough, but it’s necessary for the health of the team.

This is what you’re aiming for—the perfect match. These are the people who not only have the skills to do the job, but they also fit right in with the company’s culture. They get the mission, they work well with the team, and they consistently deliver.

When I found people like this, I made sure to nurture them. I gave them opportunities to grow, take on new responsibilities, and eventually lead. These people are the backbone of a growing company, and you want to keep them engaged and moving forward.

What I learned through all this was that you need to understand where each person fits in these categories if you want to help them grow, or decide if it’s time to move on. Some of your team members will need extra training or a new challenge, while others might need a bigger change.

And yes, sometimes letting someone go is the right decision for both sides. It’s all about finding the right balance between maintaining the startup energy and bringing in the structure you need to keep moving forward.

The truth is, as your company grows, so do the demands on your team. But by understanding what makes each person tick and where they fit, you can retain the talent that’s going to help you thrive in the long term.

At UnitiQ, we’ve been there. We’ve gone from scrappy startup days to a $13.5 billion NASDAQ IPO, and we’ve learned a lot about managing people through every phase of growth. We’re here to help you figure out how to align your team with your company’s needs as you scale, and make sure everyone’s moving forward together.

We also recommend you to read:
Guide: HR’s Role in Team Management and Preventing Burnout
From Startup to Unicorn: How Corporate Culture and Talent Acquisition Evolve Together
The Motivation Matrix: Exploring What Drives You and Your Team
Our Top Key Insights on Building Successful Teams
Embracing Diversity and Cultivating Cultural Intelligence

At UnitiQ, we specialize in providing flexible, on-demand HR services that are designed to help growing startups manage their most important asset—people. Whether you need support with talent acquisition, HR operations, or developing a people strategy, our team of experienced HR professionals is here to step in and offer tailored solutions.

We understand that scaling a startup comes with unique challenges, which is why we provide fast access to top-tier HR expertise without the overhead of hiring a full-time team.

Our approach is highly adaptable, allowing us to either handle specific tasks or manage your entire HR function, depending on your needs.

By working closely with founders and internal HR teams, we ensure that you build a team aligned with your values and long-term goals, helping your business grow efficiently while staying true to its core mission.

I will be happy to make a tailored offer for your needs. Please contact me, Olga Fedoseeva, Fonder at UnitiQ, directly:
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