What To Do When Looking For A Great Startup Team
The dynamics of a startup are vital in determining its failure or success. The founders’ emotions and thoughts are often directed towards the performance of the team and its business venture. They mostly focus on the successes and troubles of the startup and remain connected more than just a set of team members at the team’s early stages. Startups do not perform well with mediocrity in some team members. For established companies, the mediocrity of a member causes just a few problems. A startup depends on the team dynamics, and reduced performance of some members may kill the team.
Great startup team members hardly look for standard career paths. They are therefore found in unusual places. Metrics used to attract corporate employers such as top-tier MBA or good track records from big companies do not predict the greatness of the startup team members. Team members drawn from big companies are best suited for similar big firms and incompetent in startups that often require fast-paced, hands-on, resource-constrained life. You, therefore, need extra efforts when finding the great startup team members. You should look them up in unlikely places such as social media platforms where most interns and scholars spend their time.
Standard metrics do not apply when evaluating the suitability of a person to join the startup team. You should have no considerations for the competence of the individual but rather how suited they are to work in a startup environment. The individual’s attitude is more significant in evaluating their effectiveness in the startup than the experience they have with previous companies. You have to assess the potential team members based on their ability to work in the different roles of the startup, being smart and their willingness to spend time with the team. Corporate managers and MBAs would only enhance management techniques such as overvaluing strategy than its execution cost. Individuals continue to move away from the execution of different organizational task as they get senior. Their adjustment to fit in the startup lives is almost impossible. Individuals still in their early career stages will always stand better for startups and the adjustments involved.
Methods applied by different startup teams will remain diverse since usual metrics applied in big companies are not effective. In the interview session, you should focus on evaluating the practical accomplishments of the individual as a way of assessing their qualities instead of competencies. The questions provide a clear image of the individual and how involved they were and worked with their underlings. Case methods are also efficient in evaluating how the individual would face real problems in the startup. The case method exposes the red flags defining their capability. Startups need to rely more on their networks as referrals are more effective than application reviews and interviews. The process should be thorough and lengthy to minimize the possibility of selecting the wrong members. Selected team members must be able to develop great systems, work hard, and utilize the available resources bound together by the startup’s mission.