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What kind of people do you need at the beginning of a startup team?

What kind of people do you need at the beginning of a startup team

When I was working, I led a team and recruited people. I recruited people who were obedient, sensible, and capable of execution. After all, working in a company is more of an executive role. Even if you become a leader, you are essentially leading a group of workers to work for the boss.

It’s different after starting a business. After starting a business, as the company’s business, products, public relations, marketing, after-sales, supply chain, personnel, finance and other tasks are all piled on you, all kinds of difficulties will come to you, so create a It is very important to have an excellent and balanced entrepreneurial team with complementary capabilities.

I used to read some company management articles that divided people into steel, iron, and scrap metal; or divided employees into tigers, elephants, lions, little white rabbits, etc., and I thought it was too silly.

Opening a company is not like opening a zoo, building a waste dump, and objectifying employees, which is a sign of lack of humanistic care.

So after I started my business, I also accumulated some small thoughts in the process of building an excellent entrepreneurial team.

I think that if the entrepreneurial team can gather the following four types of people, it should be able to cope with most of the difficulties in the early stage of starting a business.

First of all, the first type of person is indispensable: the academic master

This academic master does not refer to talents who graduated from prestigious universities such as those with high academic qualifications, Turtles, 985/211, etc. Of course, among such talents, the probability of becoming a top student is relatively high.

The academic talents that entrepreneurial teams need mainly solve three problems.

The first problem is that whether you are an e-commerce company, an advertising company, a Douyin account, or a knowledge payment company, there are more or less technical tasks that require people with high IQs to complete. For example, making pricing models, analyzing data, setting business framework contracts, formulating implementation strategies, observing and analyzing data, etc. These tasks with a certain technical content are generally done by top students.

For example, when we are an e-commerce company, we have a very strict pricing system. How much does it cost, what expenses are covered, what is the ratio, what is the discount difference between different activities, different full discounts, what is the net profit, etc. Our pricing is very strict. As long as the cost is input into the model, the pricing for various situations will be given – these tasks require the output of a master of learning.

The second problem that Xueba needs to solve is to help the company clarify its business processes and promote various businesses in an orderly manner.

For example, how do we cooperate with the outside of the site, how do customer service cooperate with operations, how does the supply chain cooperate with activities, and how to continuously output everything from event planning to page design to promotion and closing summary? These all need to be coordinated and directed by a top student. Let’s solve these things.

Including the company’s mid- and long-term plans, how to build the current supply chain, what goals are achieved, how to implement the first phase of cost reduction projects, and where to make breakthroughs. These are all things that need to be analyzed, summarized, and designated by the top academics. , and then execute it.

The third problem that top students have to solve in the entrepreneurial team is to help the company survive some major crises.

Companies often have major crises. The boss is detained for tax evasion; customers are dissatisfied by posting posts everywhere; when the epidemic comes, the company’s revenue declines and it faces bankruptcy…

Academic masters are generally more objective, calm, and neutral than ordinary people. At this time, they can give their bosses or themselves methodical solutions to overcome crisis after crisis.

There may even be times when the boss is impulsive, gets in over his head, insists on fighting with others, and insists on fighting to the death. At this time, academic leaders will usually calmly persuade their bosses to make money by being friendly and not to fool around.

Bosses often come to me and ask me how to calculate costs, how to build a pricing model, how to implement a set of processes inside and outside the site, how to implement the supply chain, or in many companies, if you communicate with them about business and cooperation, you will feel that the entire company has never stopped. From the boss to the employees, everyone is in a state of chaos.

No need to ask, this company, this team must be lacking in top students.

The second type of person that an entrepreneurial team cannot lack: “Rogue”

Academic masters can indeed solve most of the difficulties and problems in the entrepreneurial process in an organized manner, but there are some problems that academic masters cannot solve.

Because many things in entrepreneurship are illogical and unorganized.

At this time, “rogues” need to take action.

“Rogue” mainly solves things that cannot be solved with logic in the process of starting a business.

For example, if someone else refuses to pay the balance they owe us, it will be useless if you send a top student to reason with them.

At this time, the “gangster” will appear, laughing and asking for debts while chatting semi-threateningly, either I will lock the door of your company today, and your customers and employees will not come out today; or your children At XX Kindergarten, I can pick you up in person on another day.

Or you can do sad dramas, cry, act up, and act miserably;

Or you can make him drink, get him drunk, and serve him well;

Or we can talk about how much rebate we will give you after the balance is paid, and I just hope you can pay it back.

In short, no matter whether it is soft or hard, the “gangster” can get his money back.

When doing business, it is inevitable to have public relations parties to close the relationship with the supply chain and various partners. This process involves eating, drinking, bathing, giving gifts, and praising, admiring, kneeling, and licking. Only when the relationship is in place can business cooperation continue.

Academic masters disdain those who are not good at doing these things, and they are usually “gangsters” who take action.

“Rogues” engage in public relations externally, but they must also control their situation internally.

Which employee is the company’s thorn in the side, disobeys orders from superiors, and is irresponsible? That “gangster” may want to have a heart-to-heart talk with the employee and beat him up.

“Rogues” also need to have some connections. For example, if we want to find some resources, we need to find some hard-to-find bloggers, hard-to-find suppliers, and hard-to-find channels. At this time, it is usually the “hooligans” who take action. Ask around, go to WeChat, pick up the contacts, communicate first, then meet, invite them to dinner, build relationships, and finally find these people.

“Rogue” will also inject a temperament into the team – a fighting temperament that is not afraid of trouble and dares to fight.

Because “hooligans” usually take the initiative to stir up trouble, attack others, always defend, and keep swallowing their anger, they are not called “hooligans”.

Therefore, companies with “rogues” will be more aggressive and impactful – business itself is a matter of life and death. This is why many companies hold swearing-in meetings and decisive battles involving drinking. They still hope that employees will take the initiative and fight with others. .

So sometimes when you see some entrepreneurial teams, you see that they are confused when they encounter some difficult and difficult problems, or they can’t get any resources, and they ask this and that everywhere, or the boss finds that he can’t direct the employees (this is something that is common among newbies in entrepreneurship) . (especially many)) , or find that the company is very timid and keeps boiling frogs in lukewarm water – usually this entrepreneurial team lacks the top people.

The third type of person that an entrepreneurial team cannot lack: artists

Most people start a business to sell something. I sell clothes, you sell shower gel, and he sells toilet plugs.

When you open an advertising company, you sell services, cases, and projects.

When you create a public account, Douyin, or Xiaohongshu, what you sell is content and your personality.

The role of an artist is to make what your company sells at least be above the average of an industry.

You can also say that he is a product manager, but not exactly.

For example, if an artist is in our company, he will be responsible for designing, selecting beautiful clothes, and then constantly looking for high-quality fabrics, supplemented by excellent vision, to promote products to the shelves, and constantly maintain a high level of product output.

If an artist is in an advertising company, he or she may come up with excellent ideas, strategies, concepts, copywriting, scripts, visuals, and even the advertising company’s PPT templates, all of which are personally designed by the artist.

If a Douyin team has an artist, he may personally handle the theme, script, storyboard, director, character design, etc.

If you look at the products produced by a company, and the visual, content, copywriting, tonality, layout, and design have been above the market average for a long time – then this company must have one or more outstanding artists.

If you look at a company that makes very rough things, including documents and contracts, then this company must be lacking an artist in its team.

The last person that a startup team cannot lack: the executor

Excellent executors are always the most needed people in entrepreneurial teams.

Executors and excellent executors are two different concepts.

The former is just a mechanical way to complete various tasks assigned by the company, while the latter is truly uncompromising, strict, resolute, and guaranteed to carry out the company’s instructions.

Many companies don’t pay attention to people who perform, thinking that these people can be replaced at any time, but they don’t think that excellent executors who have followed the company for a long time are very rare. Just like the Red Army who has climbed the snowy mountains and walked through the grass, they have endured Those who have passed the true test of difficulty and will are the most loyal to the company.

The company must cherish such excellent performers and treat them well.

I personally believe that if a start-up team has academic masters, “gangsters”, artists and executors, then basically the team will be very complete and can cope with most of the difficulties of starting a business.

Of course their ratio is also important.

First of all, whether you are a top student, a “gangster” or an artist, you must be an excellent performer.

In other words, if a top student, a “gangster”, or an artist cannot even execute well, then no matter how much ability he has, he will not be able to use it.

Again, this is very important!

Whether you are a top student, a “gangster” or an artist, you must first of all be an excellent performer!

Even if you are a top student and have made many strategies, plans, summaries, and statistics, you have to personally execute them to be effective.

A “gangster”, no matter how good-looking he is, no matter how involved he is, many things must be done by himself in order to solve them.

No matter how talented an artist is and how good his aesthetic is, if he doesn’t personally execute it and stay up late to create, it means nothing.

Just like many companies like to recruit high-achieving students from prestigious universities or employees with backgrounds in large factories. As a result, when these employees come to the company, they have high ambitions and low abilities. They only talk every day but cannot do anything. Then these people are poison to the company.

So I think it is enough for a start-up team to have one “rogue”, 1 to 2 top academics, and 1 to 2 artists. The rest is to continue to recruit executors, continue to recruit excellent executors, continue to output the various processes formulated by the academic masters, and continue to sell the excellent products of the artists; work hard in the good situation created by the “rogue”, Such a team is healthier.

The top founders must be a combination of academics, artists, “gangsters” and executors.

Take Steve Jobs for example. People praise him as an artist because of his unparalleled product capabilities, but in fact he is also a famous scholar and has made very forward-looking contributions in company management, strategy, layout, and technology. He will also fight with the board of directors, ups and downs, life and death, constantly killing employees, shareholders, and partners who can’t do it. He is also very aggressive towards competitors (he took the initiative to attack IBM in the 1980s) .

Of course, he is also an excellent executor. After receiving his first business, he quickly organized everyone to assemble computers and go to work personally.

The second tier of talented founders may choose one from three categories: academics, artists, “gangsters” and executors.

If it is our ordinary small boss, he must first be a very good executor. If you are not even a good executor and you are asked to do every job in detail, I think you should give up the idea of ​​​​starting a business.

Secondly, it is best to have at least one of the identities superimposed among academic masters, artists, and “gangsters”, which is the best.

Other attributes can be compensated by recruiting more partners, and deficiencies can be continuously made up as the company grows and develops.

  • Strengthen academic masters, do things in an organized and methodical manner, focus on processes, testing, like iterations, focus on achieving goals step by step, focus on being non-emotional, and deal with various problems more objectively.

  • Strengthen “rogues”, who are good at dealing with unprincipled issues, good at playing cards that do not follow common sense, good at dancing with long sleeves, good at making friends with others, good at killing and making decisions, and good at taking the initiative.

  • Strengthen artists, constantly improve their own aesthetics, grasp the products, and enhance the aesthetics of all outputs to better adapt to the needs of the current market.

Eventually he became a super-excellent Saiyan among entrepreneurs.

Now that I’ve written this, you can evaluate yourself: If you want to start a business, or if you are currently on a startup team, are you a top student? Or a “gangster”? Or an artist?


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