Conscious Leadership – The High Growth Talent Conundrum

<strong>Guest Writer: Peter Doggart</strong>
Guest Writer: Peter Doggart

Peter Doggart is the Vice President of Business Development & Global Partner at Armis. He brings 20 years of executive product and marketing management experience from networking and security companies. Prior to Armis, Doggart ran Business Development and Alliances at Symantec and Blue Coat, Global Marketing at Crossbeam Systems, and held senior Product roles at 3Com Corporation, and founded a networking reseller company in the UK. He holds two patents, a first-class honors degree in Electronic Engineering from Loughborough University, UK, and a postgraduate from the Chartered Institute of Marketing, UK.

Armis is the leading agentless, enterprise-class device security platform designed to address the new threat landscape of unmanaged and IoT devices. Fortune 1000 companies trust our real-time and continuous protection to see and control all managed, unmanaged, and IoT devices – from traditional devices like laptops and smartphones to new smart devices like smart TVs, webcams, printers, HVAC systems, industrial control systems, and PLCs, medical devices and more. Armis provides passive and unparalleled asset inventory, risk management, and detection & response. Armis is a privately held company and headquartered in Palo Alto, California. 


Conscious Leadership Scenario:

Venture capital funding has been driving the innovation engine in high-tech for decades, now with hundreds of high growth businesses being catapulted out of the machine. The rate of change in these businesses is astounding, with rapid changes in maturity on a monthly basis. So how do you find and then hire the right talent for the right maturity in this type of business? Too early and you risk underutilizing talent, too late and you miss an opportunity window – is there a good balance?

Leadership Fail:

Executives in these fast-changing environments often try and look for the utopian individual that somehow can magically alter their core skills over time as the business matures. Looking for the perfect candidate is admirable, but waiting on finding the proverbial needle in the haystack will often lead to missing the window of opportunity. Failures often arise by leadership not being able to dial in the right amount of talent at the right time and most importantly thinking forward and building a maturity plan. 

Negative Effect on Cultural and Organizational Performance:
  • Underutilized Potential
  • Poor Productivity
  • Low Morale
  • High Attrition
Conscious Leadership Solution:

High growth leaders need to take the time to assess the pace and change of business maturity, look at what is critical to the business from a skills perspective in a rolling 6-month window. Weigh the risks of finding the right long-term individual versus obtaining best in class talent now that can help move the needle. We need to learn that certain individuals may not scale or mature with the business, and that’s ok, but look to build a forward-looking plan that can leverage their skills elsewhere in the organization.

Written by: Peter Doggart
Published by: The Conscious Leadership Blog

3 thoughts on “Conscious Leadership – The High Growth Talent Conundrum

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