But for employees, everyone is just doing a small thing, and they are not familiar with the overall situation and development of the company. Therefore, the founder or core team members should constantly share what the company can share with other members.
The content of communication can be positive, such as the recognition of products in the market, customer feedback, the future development of the company in the eyes of investors, and even the recognition in the new round of financing.
At the same time, we should also exchange negative content. Negative lessons can make team members think, support and give feedback from the perspectives of users, products, markets and even competitors.
These will give team members a more comprehensive understanding of the company's market positioning. To some extent, the more familiar team members are with the advantages and disadvantages of their products, the more willing and brave they are to help the team and realize value.
9. Do you have to have a partner before starting a business?
Suggest having a partner. From the perspective of real funds, xu teacher often said that investment is actually invested in a person, and this person does not represent a person. Whether they are serial entrepreneurs, successful entrepreneurs or returnees, their personal experiences are not enough to become a comprehensive CEO.
Everyone has strengths. From the perspective of a professional manager, he may be better at management. Once put into the perspective of entrepreneurial CEO, he has different shortcomings in business, management, operation, products, market, strategy and even recruitment ability.
Therefore, for the entrepreneurial team, finding a partner can not only supplement the ability, but also improve the future team's ability to withstand pressure and ensure the pace of development.
X. What details should be paid attention to in the early' team culture'?
In the early corporate culture, CEO should take the lead. One thing the CEO has to do before joining the team every day is to push the door of the team. The CEO that team members want to see must be a CEO who is full of vigor, has confidence in the team and can encourage and support the whole team.
From the CEO's point of view, he faces great pressure every day. Money may not be found; People may not be able to recruit suitable people, or even face collapse at any time under the pressure of competitors, which leads to the unclear pace of team development. All these require the continuous adjustment and improvement of CEO, founder and partner team.
For the employees of the start-up team, they hope that the CEO can bring them enough confidence every day. The CEO's self-confidence is very helpful to the daily support of the team, so the corporate culture that the core members first feel in the whole team must come from the CEO.
The CEO can guide the team from a professional perspective, including planning the market and analyzing the overall strategy of the company. This analysis is of great help to every employee. Therefore, the CEO should communicate and iterate with the founding members of the team in time and be brave in exchanging ideas.
In a sense, the early team mainly tried and tried, but trial and error does not mean behind closed doors. On the contrary, it is necessary to reduce trial and error at the fastest speed and approach the ultimate goal through continuous communication and calculation with the founding team.
XI。 What are the specific ways to promote an employee?
When managing a start-up team, you will find that many people have worked very hard and made great contributions to the team. So how to judge whether such people are suitable for rapid promotion?
First look at his output to the team. If he releases his learning ability to the team quickly in a short time, the manager should spare no effort to praise it when the market effect is good and the team is recognized. In fact, many colleagues in the early team hope to get more recognition from their colleagues and prove that their efforts are valuable. Then, in the future development space, what is the professional attraction of such team colleagues?
Team members pursue nothing more than two things: seeking wealth and development. In the entrepreneurial team, many people's early salary standards are not too high. Some of them have just graduated, and some have jumped from a two or three-year work experience to an entrepreneurial team. Wages are likely to shift or even lower.
When such a person enters the team and shows his real strength with rapid learning ability, the team should think about whether his demands when he joined the team at that time can be realized.
For those who seek development, when there is a lot of room for team development, the title of the early team need not be too real, because the ranking of the early team among colleagues is not obvious.
Sometimes, ranking may play a very important role in gaining market recognition or doing your next job. At this time, the title can be handled flexibly, from Commissioner to supervisor, manager, deputy director, director, VP and even partner. Each level should have quantitative judgment indicators.
Once the employee reaches this judgment index, he can be given some room for development, such as appreciation, and on this basis, he can raise some wages.
For many employees, the early team gave him more workspace and more functions, and they were very willing to accept it. On the salary level, with the increase of the company's income and financing amount, it is necessary to fulfill these commitments in stages, so that team members can feel that their own efforts can be realized from their income with the development of the company and their career, and then he will bind more interests and come together with the company.
What is the misunderstanding of rewarding a person?
The misunderstanding of rewarding a person must be giving him something he doesn't want.
Some post-90s students need to improve their business ability and market competitiveness faster. In our daily work with high intensity, it is difficult to give more support and training from within the team.
For such a small partner, it is suggested that the team find some real skills training from external resources, or use internal resources, such as finding very strong colleagues, or even cross-departmental cattle people to share, or contact with emerging information in the industry and communicate in time.
There are also some small partners, who may be at the peak of getting married and having children at the age of 26 or 7. After having some savings, we should consider how to balance work and life. Your reward must be to help him solve the financial needs of buying a house, getting married and having children.
We need to know what the needs of team members on the node are, and supply them as needed.
Thirteen, what is the misunderstanding of criticizing a person?
Criticism of a person's misunderstanding depends on the other person's character.
The post-90 s children are more pursuing self-worth. Self-worth is reflected in working ability, communication ability, contribution to the team and the recognition of the team. Colleagues who are honest and frank, have this temper and have a slightly arrogant attitude will be particularly comfortable and will accept your praise.
Considering everyone's personality, some students are sensitive, probably because they are not confident. In this process, he will enhance his self-confidence through the recognition of his team. On the contrary, when the team is not satisfied with his handling of things, including when he feels bad, he may think it is a mistake.
For this kind of mistake, as a team leader, you should praise rather than criticize it in public, and then communicate deeply in private, and don't make a very strong and harmful announcement in public. Because for team members who make mistakes, they prefer someone to tell them how to avoid problems.
Of course, the team is also trying to make mistakes, and it is necessary to distinguish between good mistakes and bad mistakes. For the instructions we give to the team, different iterations are realized in the process that many people turn this instruction into work results.
There must be many small mistakes in the iterative process. If they can correct it in time, it is actually a good mistake, and it will also increase the team's trial and error experience.
What is a serious mistake? A bad mistake is that after we find it and correct it in time, we keep repeating it, either because we are careless or because our ability to correct mistakes is limited.
At this time, it is necessary to bring out bad mistakes, constantly analyze them with team members, and at the same time let everyone not make mistakes again. On the other hand, let this employee know that this mistake has caused harm to the team, and we will remedy it together.
Moreover, if mistakes continue to occur in the future, or if bad mistakes continue to occur, the handling of this employee is well documented.
Fourteen, how to deal with employees who make mistakes in small things?
This is a process of wrong mechanization. We should reflect on whether it is possible to standardize the operation when formulating the workflow. For the entrepreneurial team, many instrumental things can replace labor, and there are some problems that should be quantified as much as possible. Labor is used to solve problems outside the machine.
After the process and quantification, if employees make mistakes again, they should find other reasons. If there is a punishment mechanism within the company because of carelessness. If it is not a fatal mistake, but the employee still makes mistakes repeatedly, it is necessary to think about whether it is because of the negligence of the workflow that the employee has not reflected on this node.
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