It’s no secret that startup is the format of a company that has dominated in the last ten years in many business areas. Most IT companies and even some financial institutions have chosen this model for themselves. The minimal bureaucracy, the almost complete absence of subordination in communication between the leader and the subordinate and the simplest method of management are the main features of the startup.
In the new model of the team, it is necessary to change the approaches to team building. How to recruit people into a team, how to create a cohesive team, each member of which will be interested in overall success? These questions often come to the head of the business owner and the recruiter in start-ups. Consider the basic tips for team building in companies of the new generation.
If in a large company to arrange a friend or distant relative is the norm, then a small startup of this may not survive. In a huge mechanism of office employees of different rank, another replenishment in the “bottoms” may go unnoticed. But in startups it’s different. Each member of the team a priori will remain prominent, important and necessary for the rest of the team.
Moreover, when choosing a friend or relative for a position, you, as a leader, lose objectivity. It is important for you not only to launch a successful project, but also to maintain a positive relationship with an old acquaintance. This is a big risk for business. The rest of the team in the presence of your protegee may also experience discomfort. Knowing that the employee is in the initially more advantageous position, they will subconsciously perceive him as their boss, albeit informal.
What is the main difference between a startup and a standard team organization? This is not about the organization itself, but about the attitude of employees to the common cause. Each member of the team must be 100% immersed in the project. Everyone has their own work site, but this does not mean that the remaining activities remain out of his attention. At first, everyone will do much more work, and in many ways will go beyond the scope of their duties. Such a model of work is based solely on internal motivation and dedication.
An ideal employee for a startup simply does not fit into the ideal employee’s stencil for a standard office. A member of the new generation team should be able to work on a non-standard schedule, in the conditions of strict deadlines and non-standard tasks. It is less affected by material motivation. Much more important is the belief in the success of the project and the desire to grow as a professional.
Given the stressful working conditions and tight deadlines, the team must have experienced staff. Often startups start with an idea, but in the team, as a rule, everyone knows where and why they are going. Since in the startup everyone is responsible for an equally important area of work on the project, lack of competence at least one can ruin the whole project as a whole.
If the startup owner invests in his employees, looking for professionals in their field, the costs of higher wages pay off very quickly. An experienced member of the team works twice as fast and efficiently as the most purposeful beginner.
In a startup, the quantity does not grow into quality, take ten employees with minimal experience with the goal of saving on salary – a very unfortunate idea. You will spend too much time controlling the team, setting the task and other organizational issues that could be avoided with a more experienced team.
Professionals will also help you feel more confident while delegating tasks. You just founded a company and want to manage it yourself – it’s natural. But choosing a startup, you must act differently. The ability to delegate authority is an important feature of a good leader. Why do you need a team that can not be trusted 100%? When everyone is interested in the project and is passionate about it, the collective becomes a self-regulating team that can cope with tasks without constant supervision.
It’s better not to overload the startup with a too large team. When the number of working people exceeds 30, the team is difficult to maintain a close relationship. People are increasingly isolated in their work area, stopping to delve into the remaining tasks of the project. But to attract specialists on outsourcing is very useful.
Involve specialists for a “view from the outside,” learn to involve the team in those processes that occur on the market. Joint visits to various conferences and trainings will bring results. The team will understand that there is much to grow and develop, and there are quite a few competitors on the market.
Is it possible to create a team that can realize more than one project and maintain a comfortable atmosphere in the team? This is a question of recruiting, which should be resolved even during interviews with candidates for the position. It’s too risky to recruit a team with opposing political views or beliefs.
For the startup, the elements of mutual understanding and team spirit are more important than for a long-established company, since the startup’s activities are always risky and the team has to work for a long time for the sake of the idea, without getting any return. The main motivation at this stage is the belief in the success of the startup. This is influenced, among other things, by how a particular employee feels himself in the team, how well he interacts with her and feels what is important to her members. Therefore, it is worth paying attention to team building already at an early stage. It will be useful for team members to get to know each other better with at least a few informal meetings. This can be ordinary communication, a joint trip to the cinema or a bar or a pastime for various team-based board games or card games where you can better understand each other’s emotions.Available in various forms online .
The main thing is to form a team of strong professionals interested in the common cause. Internal motivation and solidarity of the team will help the startup to grow into a large company.