Seven Suggestions For Recruiting Entrepreneurial Partners

We all know, for

Globalization and

The company with the best team will win.

It has the most talented people, the most efficient allocation, so that people can exert their ability and maximum output.

Entrepreneurs, have you set up such a team?

1. recruit the best people.

"A soldier will bear a bear."

First class talents only plan to join other top talents. Second rate people are somewhat complacent and tend to recruit three talents who are slightly inferior to him when the company grows.

This is not a self-evident axiom, but a universal phenomenon.

VC also loves talented founder teams.

If your co founders are dull and mediocre, you probably will not be able to build world-class firms.

So if you want to grow your team, focus on finding the right people.

Don't do it. Don't rush in because VC has invested money.

When compromises on team members' standards, it is the beginning of decline.

2. look for people who challenge themselves.

Many management

More importantly, these people may soon challenge the authority of the founders because they know more.

You may welcome partners to challenge your thinking and creativity, but you will never want judgment or authority to be destroyed, at least in public.

"Challenge yourself" means, for example, that the director of sales in the previous company wants to be promoted to vice president and is told that "your working hours are not enough".

Entrepreneurs should think: what qualifications do they have, what I want to know is whether you can prove that they are really glittering gold.

There's a long way to go in front of you. If you can't do it, you'll have a good time.

Tristan Walker, head of Foursquare business development department, is an example. When he was recruited, he was still MBA, and no popular company in the United States was eligible for such a position.

But he was ready to challenge himself, and he did.

(TechNode note: Tristan Walker has planned a number of promotions such as New York times square display advertising, etc., and has discussed cooperation with a large number of merchants. It has also been selected as the top 10 top technology companies in 2011 Silicon Alley Insider.

3. never ending recruitment

During my entire venture, I did not completely interrupt Recruitment partners.

Even at the busiest time, still squeeze out coffee or beer and meet as many people as possible.

Sunday morning is often a good time to interview with coffee.

For talented people, I may not have a budget, but I always reserve positions for them.

What position is it?

God knows.

But I will drink coffee with them at least, and feel their passion, talent and lofty ideal.

I may choose to expand the existing team, I may recommend them more when I have more income, and I may not be able to persuade them to join them at once. But I hope they will know my company, so that when I step on the accelerator, I will have a list of talents that I want.

Of course, the problems to be considered are obvious:

What kind of treatment do you offer?

How to motivate them?

If they are recruited, how can they avoid bruising existing employees?

Should we expand the size of the existing employees or wait for a while to recruit them?

If they have other choices, how can they be persuaded?

4. don't worry about specific jobs.

The biggest constraint on recruiting companies is "we have no place" or "our position is already there".

Aspiring people don't do this. Your team can always make room for David Beckham (soccer star Beckham), Lebron James (NBA "little emperor" James), Sheryl Sandberg (former Google executives, now Facebook COO).

Or go out to look for it, or let others recommend it, meet with talented people, and sell them your vision, if they are tempted, and then move more radical: give them the space they can not afford to control in the present company.

Let them believe that even one year can learn something good for life.

You may need to try many times, but if you don't take action, you will not be able to recruit them.