I am totally passionate about building team culture. I like to think of it as building a tribe. I believe it is our strongest competitive asset as a startup, so it’s a core skill CEOs need to acquire.
Sadly, many CEO’s actions are driven by their own ego and need for recognition, which is often counter productive for the company. To clarify, all CEO are driven by a need to achieve, otherwise we wouldn’t take this tough path. But I believe you need to work on yourself so you’re happy to be “first among equals”, not above everyone else.
In my eyes, the key rules are:
- Respect. Sounds basic, but sadly it’s not. People often feel superior to those who work for them. You cannot succeed without your team. Period.
- Autonomy. If people deliver results, they should have the freedom of choosing the way to get to those results. You want thinkers, not processors.
- Involvement. Tell your team everything, their future depends on what happens too. And ask for peoples’ opinions.
- Fun. Celebrate a lot, set many small milestones. A fun environment attracts great new people.
- Hire for attitude, train for skill (and fire fast if it doesn’t work). One person alone can lower or higher the bar. So if someone isn’t showing same religious commitment, they have to go before they drag down the rest of the team. You can fire people in a very nice way (they should still want to pop by for friday drinks) but never hesitate to make the call.
Some excellent ressources about teams. And one of my own;-)
HackFwd made a video of my thoughts on building team btw, it’s been fairly
Why can entrepreneurs achieve big results with little ressources? And why can they do stuff faster than much larger companies?
It’s because entrepreneurs think differently…
Big corps and business school teach us to achieve success by setting goal. You set the goal. Then you work to achieve it in a linear fashion.
Entrepreneurs think totally different. We think; this is the available ressources and opportunities right now. How can i maximise the outcome of this? So a flexible fashion.
The differences spring from a difference in belief in whether we can control our circumstances or not? A big corp will try to control (patents, massive campaigns). An entrepreneur expects the status quo to continue changing so prefers to innovate their way of problems. They believe control is impossible, as change is the only constant.