Three tips from a two-time founder for building a resilient company

It’s no secret that it’s been a tumultuous couple of years in the startup space. Challenging times like these are the most difficult in which to lead, especially as workplaces change, the economy struggles, and jobs become less secure. Emotions are contagious and while there’s evident effort to remain motivated, it can be difficult to leave emotions at the door when reporting for work.

In today’s quick-evolving and unpredictable world, startup founders are required to possess more than just the ideas and processes, but also a unique set of skills and grit required to successfully navigate through chaos and uncertainty. Through my time in the Australian Army and building two startups – Xplor and Kismet – I’ve experienced firsthand the impact of solid leadership on making a significant difference in the success and resilience of organisations.

Navigating complexity and making critical decisions

The complexities of our modern world demand leaders who can manoeuvre through ambiguity and rapidly changing circumstances. When I consider the influence of my military training on my current decisions, it is simply seen in discipline and swift action — attitudes that can be adopted by any business leader. You just need to practise making a call, based on the best available information at the time, execute it with precision, and don’t let your ego get in the way if you need to pivot.

When I launched my first business Xplor, I had no idea how useful my military background would be. In fact, I almost tried to hide the mentality I’d forged in the crucible of army life to avoid coming across as overly tough or stern. However, I quickly realised that approaching startups needed a certain level of strictness and drive alongside strong leadership skills — similar to those I’d picked up in the military. Without this ability to direct my team and business with confidence and clarity amidst unclear environments, there’s no way I would have, with my co-founders, grown this business to employ thousands of people and be used by millions of customers.

Embracing change as an opportunity for innovation

I’ve found that the most effective founders encourage a culture of agility and experimentation, empowering their teams to think creatively and take calculated risks. By fostering an environment that embraces change and encourages innovative thinking, you can enable your startup to stay ahead of the curve and capitalise on emerging opportunities.

For example, the pandemic brought to light the inequalities within existing healthcare systems, and an opportunity to provide care that’s more inclusive, especially for those living with disability and the ageing population. At the same time, cost of living pressures are leaving many vulnerable Australians to choose between health or housing.

These economic downturns and global events disrupted the healthcare landscape as we knew it — and despite being freshly retired, I knew there was not only an opportunity but a need for a business that would implement change; Kismet. We wanted to improve accessibility to healthcare and provide the tools to facilitate strong support systems. In fact, the first ever search put into Kismet was by my mother-in-law, who had previously struggled to find the help she needed. Seeing her successfully search for and find the service she needed, and knowing she could access this support as needed really cemented that we were on the right track. 

I recognise that it wasn’t a conventional decision to exit retirement so quickly, but I was willing to put immediate comfort aside for an opportunity far greater than any of my individual desires. Coming out of this first startup, I felt equipped with the discipline needed to embark on another venture.

Developing robust contingency plans and make tough decisions in crises

Another quality inherited from my time in the military that has served me through both my startups and generally in life is an appreciation for resilience and grit. I have found for myself, and seen in other successful peers that those who excel at developing robust contingency plans, implementing strategies to mitigate risks, and establishing clear lines of communication are more likely to succeed. Disciplined and driven leaders across any industry are skilled at rapidly assessing the situation, making tough decisions, and mobilising resources to address immediate challenges while keeping a long-term perspective.

In an era defined by uncertainty and rapid change, the need for strong leaders has never been greater. It’s easy to get lost in the immediate and seek to eliminate everything that doesn’t make the moment more comfortable, to remove that which doesn’t make things easier. But unsurprisingly comfort and progress rarely have a symbiotic relationship. Whether we’re talking about the collective, or ourselves as individuals, we have to remember that complacency and avoiding discomfort isn’t the answer, rather, embracing change and discomfort are the foundations of powerful and resilient leaders and organisations.

Mark Woodland is the co-founder and CEO of Kismet.