Starting A Business Is More Important Than Recruiting People.

At 500 Startups, my two tutors are continuous. Entrepreneur Their personalities are quite different. Dominic rarely talked. When he said any important points, he was calm and serious. He was occasionally infected by his cold jokes. He laughed instantly and returned to his original state. Zafer was enthusiastic. He never begrudges the praise of Fiberead. When I explained the train of thought to him, when he thought it was wonderful, he raised his hand and waved me to clap his hands. The two tutors are extremely intelligent people, and as time goes on, I respect them more and more from my heart.

Today, Team management Zafer gave me a lesson. I am impressed with this lesson because I have never felt that Zafer is so sure about a point. In the past, he always had an open mind to discuss with me. Even if he expressed his views, he would be half joking. He didn't even say "Runa, this is very important" or "Runa, I have an idea. Don't mind if you say it."

Today's issue seems to have triggered his alarm. He told me a lot in a totally empty tone.

I believe many entrepreneurs will have the same situation. We are all very aware that the early employees of the entrepreneurial team are very important, so we spend a lot of time in recruiting. Even so, there are similar problems in actual management.

Before making the decision, I always have doubts whether it is my lack of management ability, which leads to problems with the staff and whether I improve my management skills.

Zafer asked me, "Runa, do you have difficulty in opening people?"

"No".

He asked, "how many people are there in your team?" and "I have 5 partners with me."

"How many people have you driven?"

"5."

"Good. Very good. "

Then Zafer spoke firmly to me:

"Why do you get angry with an employee? Do you want to do this? You must be angry with him. He must have done something wrong."

"You have to accept the fact that there are people in the world who are worse than others. They are either not smart enough, learn slower, or are more lazy, or are flawed in character, or in other places. You want the best people. You don't want second or third people.

Without excellent Employees, you can never be a good leader. It is not because you are an excellent leader that you can bring bad employees into excellence. A seed that is not good enough will never grow into a tall tree.

Do not look for two or three people in any job. Always use the best employees, you need people to drive, you need to find the best drivers, you need people to do cleaning, you need to find the best cleaner.

There are two kinds of employees in the world, one is that you push them forward, and the other is that they push you forward. Good employees will push you forward, and they will make you an excellent leader, not push them forward.

Don't set limits on yourself. Imagine that those excellent people will not join your company but start their own business. There are so many talented people in the world. Not every good person has the right place to start a business. You think these people will start their own business, but it's your own imagination.

I had wanted to make myself change before. I asked myself many times, was I not doing well enough, and if I changed, employees would not do so. You can rest assured that the first class employees do not need you to drive, they will not give you any shit in any case.

If you start thinking about whether an employee is having problems, then he is having problems. If this employee is excellent, you won't come to tell me this now. You will only tell me how good he is, not to solve these problems.

An entrepreneurial team can not only learn from the founder, but everyone needs to learn. You recruit people, it is to save time for you, not to let you spend time and energy to be his teacher. If an employee does not know himself to learn, if he needs you to teach everything, you have to drive him away. Your responsibility is not to be his teacher, but to ask him to help you solve problems, you will not want to be his teacher.

What you need to do is not a good company, not a good company, but a great company. Do you think a great company may be formed by two or three people? The company is made up of people and everything depends on people. It is certainly not easy to find someone to join, so it will be very difficult to create a great company.

The reason why many companies fail or become a state of return is that the founders are loyal to the early employees who work with him rather than the company. The first five employees of an entrepreneurial company are the most important. Fortunately, you can walk down all the way, but more often, at every stage, new people will join in and the old people will leave.

The mood of the entrepreneur should not affect the company. Do not bring your personal happiness and sorrow to the company. You don't want to make friends and be good people in the company. Your responsibility is to bring the company to success, not to please unsuitable employees. Always loyal to your company.

You should not think about how you can improve and how to make your employees better. What you need to do is to accept reality and drive him away. You can never compromise on the recruitment and management of early employees, absolutely not. Always invite the best people.

So, for an early team, when you have the following ideas in your mind as a founder, opening people is the only solution.

This employee has a good attitude, but if he is learning too slowly, should I give him more time? (his attitude is very good, really rare, and you like him very much, so this will make you feel more sad when he drives away.)

The employee is not good enough, but he can't advance without him; (you'd rather slow down the company's business and drive him off).

Is my management method out of order, resulting in his work efficiency is not high; (your management method will certainly have room for improvement, you have to learn a lot of things, but this is not a reason why he made you a lot of shit.)

Did I give him too much pressure? He could not carry it. If I didn't speak clearly enough when I arranged the work, he would have such a problem; (he was an excellent person, he would know what to do, and he could distinguish himself first, since he did not know clearly, he was not the person you wanted).

The cost of re recruiting is very high and there is uncertainty. Should I just use him? (rehiring, your company still has the chance to live, and if you use it, your company will be finished.)

Then he told me a few points for attention in management:

Always tell your employees why. When you arrange work for your employees, don't focus on telling him what the content of the job is and what the way you work is. What you should tell him most is why you should do the job. Don't just say at the beginning, don't say it every few days, you need to say it every day and every time.

Don't suddenly open people. Send warning letters to your staff. Warning is not a reproach, but a threat. When they are not satisfied with your performance, write down the place you are not satisfied with, send him the written information, set an observation period for him, tell him clearly that if the same problem occurs during the observation period, you will drive him off. Don't give him any cushion to make him feel sudden.

Distinguish between "good mistake" and "bad mistake". When your employees make a mistake for the first time, it's a good mistake, and always encourage your employees to make "good mistakes". However, when the same or similar errors occur more than three times, this is a "bad mistake". When your employees have a "bad mistake", it is not that he is not good at work, but that his brain is not good enough. You don't need to make a "bad mistake" employee.

Data is the most equitable indicator. There will be situations where managers neglect the workload of employees. Maybe this guy's job is very saturated, but we are constantly working on him. So, let your employees write down their working hours, and you will have a clear idea of what he has done. The purpose of writing is to let you drive away or leave his decision.

Perhaps you will ask whether this approach conflicts with the humanized management. What you need to do is to manage excellent staff with humanity. The premise is that you have to have excellent staff. Those who are not good enough will only consume your energy and force you to accuse him one or more times, or even growl at him to kill the confidence of the whole team.

It must be borne in mind that first class employees are never able to fight alongside two or three employees. Don't put them in a team. You have to be careful not that little white rabbits are easy to distinguish. From A, B, C, D, E to F (Fail), there are many grades. What you should be most careful about is that they are not too bad from B and C, but they are not excellent enough. You don't need someone who is not good enough in your team.