The hardest leadership lesson I learned wasn't from a book or a mentor. It came from overengineering my first startup COO role. After 17 years at Accenture, I thought I understood leadership. I could manage complex client relationships, coordinate massive project teams, and navigate enterprise politics. I had systems, processes, and frameworks for everything. Then I joined a 100-person startup. I tried to lead the same way I had at enterprise scale—through structure, hierarchy, and formal processes. I built a formal matrix org structure, held meetings to define methodology, and established clear escalation paths. The result? My team felt unempowered. Decisions slowed down. The entrepreneurial energy that made the startup special started to fade. I was leading like we were a 10,000-person company, not a 100-person one. The breakthrough came when our Chief Technology Officer pulled me aside: "Corey, we don't need more processes. We need you to know us as people." That's when I realized: at enterprise scale, leadership is about systems. At startup scale, it's about relationships. In big companies, you lead through structure because you can't know everyone personally. In smaller companies, you lead through connection because you can—and must. Now, having been COO at organizations ranging from 50 to 800+ people, I've learned that the best leaders don't choose between systems and relationships. They know when to use each. At 100 people: Know everyone's name, their strengths, their career goals. At 500 people: Know your directs deeply, their teams broadly. At 1000+ people: Build systems that create connection at every level. The challenge isn't picking one approach—it's knowing which approach fits the moment. #leadership #scaling #startup #consulting #operations #teambuilding
Agreed, Corey. As leaders, we not only need to vary our communication style based on the audience, but our style of leadership also needs to shift accordingly. The one-size-fits-all model doesn't work. Plus, what a wonderful surprise to see you on my feed this AM. I remember our days as analysts at Accenture! Glad to see you thriving!
Very good information to see. Glad to see you are doing well.
You set the bar for enlightened leadership with a strong dose of EQ. Best boss for me and so many others.
Business Development | Strategy & Transformation | Asian-American Ally
4moYou were great when I worked with you at Accenture Corey Hollenbeck, I'm sure you're even greater now :) thanks for sharing the lessons learned.