Here at UFOstart, we not only respect the importance of Co-Founders and the dynamics of a successful team, we live it every day. We also get to see other great examples in action, both when people get it right — and when they don't. So, here are a few insights to mull over if you're in startup mode.
Design it before you live in it. What does successful teamwork look like — and produce — in the context of your company? Do you have functional clarity about (first) what needs to be done and (second) which cofounder will do that. In other words, if cofounders serve as the engine of a startup business, which specific cofounder will be the pistons, the fuel, and the sparkplugs, respectively? Figure that out in advance to the extent possible and either write it down or draw a picture or whatever works to see your 'cofoundership' objectively.
Similarly, work 'on' it before you work 'in' it. (If that sounds like something out of Michael Gerber's E-Myth Revisited book, good — go read it.) Once you get the functional clarity about what must be done and who must do it, be clear about the pluses and minuses of your cofounding team from an interpersonal relationship perspective. A 'team of rivals' might have worked for Abraham Lincoln, but we don't recommend it for businesses. Rather than 'Can we work together?' a better question to pose is 'What would working together feel and look like?' Test yourselves with team exercises — a charity project, an Outward Bound-style trek, or at least some rounds of golf. Then ask others to observe you, as individuals and as a team, and get their feedback.
Develop and follow objective criteria. Benchmark your cofoundership. Got the right talents in place? Check. Got the right skills, knowledge and experience in place? Check. Have you proven to one another's satisfaction that you respect the creative and functional tension that must — although it's sometimes stressful — exist in order for the business to run like it needs to? Better to face issues early in your startup phase rather than blind yourself to speedbumps ahead that could disrupt or derail your whole business.
The three Founders of Zanox and Globumbus (UFOstart), Thomas Hessler, Jens Hewald and Heiko Rauch, believe that 3 is the optimal founding size:
- For any small business, there are three vital positions within the executive team: creating the value (product manager), selling the value (sales/marketing) and providing the framework around it (Finance, Legal, HR operations). These are all equally as important and should be staffed with three core team members - ones that will work relentlessly for their project.
- With a three-member team there won't be a standoff in any voting situation. You will have to convince two other people of your idea, which makes accepting defeat much easier and less personal than when facing a duel.
- Three men make a tiger, according to an ancient Chinese proverb. Simply put, three Co-Founders leaves you with six hands. That means more execution power, skills, intelligence... more man-power to get things done and to convince people of your idea.
In our next product update, you will have the opportunity to add Founders to your project (currently named administrators). These will all have administrator status, which makes managing your round much more efficient. Any other features you'd like to see added to our platform? Vote here!
-bmt
Join our first "Global Crowd Network" for Lean Startup funding! Connect with facebook on www.ufostart.com and calculate your Startup Value. Interested in how you can leverage the power of the crowd for your startup? Like us on facebook and follow us on twitter!
relatively at the end he says the same.
ReplyDeletehe never met a single person, who started a company aloooone:
http://www.ted.com/talks/ernesto_sirolli_want_to_help_someone_shut_up_and_listen.html