I am young, I am inexperienced - at least when compared with senior management at established companies. What I have going for me is that I know that and I accept it.

It’s great starting companies, but odds are you need help to do it successfully. On many occasions I have recommended advisors for entrepreneurs, but it’s not just leaders who need advice - your staff do too. Why? Because you can’t do all the hard work. When you are running a fast growing company your staff are wrestling with tough problems, and when they’re doing that they *deserve* help that you probably can’t give them.

Coaching and mentoring is an intimate relationship and ideally the apprentice should choose teacher, but you can suggest advisors you have recruited - who know you, your values, your style and your business. Being familiar with those subtleties of your business are less relevant for technical advice, but useful nonetheless. I think it’s much more relevant for HR and strategic initiatives as your culture and your vision will lend itself better to some opportunities than others.

In the past I’ve talked about why advisors matter, how to recruit them and how to make successful relationships with advisors. All those things apply to your staff as well, so get them connected.