1. The principle of clear and reasonable goals. The goal must be clear, so that team members can clearly understand what the direction of struggle is. At the same time, the goal must be reasonable and feasible in order to truly achieve the purpose of motivation.
2. The principle of complementarity. The reason why entrepreneurs seek teamwork is to bridge the gap between entrepreneurial goals and their own abilities. Only when team members complement each other in knowledge, skills and experience. , it is possible to play the synergistic effect of "1+ 1 >: 2".
3. The principle of streamlining and high efficiency. In order to reduce operating costs and share the results to the greatest extent during the start-up period, the composition of entrepreneurial team members should be simplified as much as possible under the premise of ensuring the efficient operation of enterprises.
4. The principle of dynamic openness. Entrepreneurial process is a process full of uncertainty. People in the team may be leaving because of their abilities, ideas, etc., while others are asking to join. Therefore, when establishing an entrepreneurial team, we should pay attention to keeping the team dynamic and open, so that the real perfect match can be absorbed into the entrepreneurial team.
Second, the main factors affecting the formation of entrepreneurial teams
The formation of entrepreneurial team is influenced by many factors, which interact with each other and affect the formation process, and further affect the operational efficiency after the team is completed.
1. Entrepreneur. The ability and ideology of entrepreneurs fundamentally determine whether to form an entrepreneurial team, the timetable for team formation and who will form the team. Only when entrepreneurs realize that forming a team can make up the gap between their own abilities and entrepreneurial goals can they consider whether it is necessary to form an entrepreneurial team and make an accurate judgment on when and what kind of personnel need to be introduced to supplement themselves.
2. Business opportunities. Different types of business opportunities need different types of entrepreneurial teams. Entrepreneurs should decide whether to form a team, when to form a team and how to form a team according to the matching degree between entrepreneurs and business opportunities.
3. Team goals and values. * * * The same values and unified goals are the prerequisites for forming an entrepreneurial team. If team members don't agree with the team goal, it is impossible to wholeheartedly cooperate with other team members and * * * to achieve this goal. Different values will directly lead team members to leave the team in the process of starting a business, thus weakening the role of the entrepreneurial team. Without consistent goals and values, even if an entrepreneurial team is formed, it will not be able to effectively play a synergistic role and lack combat effectiveness.
4. Team members. The sum of team members' abilities determines the overall ability and development potential of the entrepreneurial team. Complementarity of talents of entrepreneurial team members is a necessary condition for the formation of entrepreneurial team. Mutual trust among team members is the basis of forming a team. Lack of mutual trust will directly lead to obstacles to cooperation among team members.
5. External environment. The survival and development of entrepreneurial teams are directly affected by many external factors, such as institutional environment, infrastructure services, economic environment, social environment, market environment, resource environment and so on. These external environmental factors indirectly affect the demand for entrepreneurial team types from a macro perspective.
Third, the establishment procedure and main work of the entrepreneurial team
The formation of entrepreneurial team is a rather complicated process. Different types of entrepreneurial projects need different teams, and the steps of creating projects are not exactly the same. Generally speaking, the general formation procedure is shown in the figure.
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The main work of enterprise team formation:
1. The overall goal of the entrepreneurial team is to realize the enterprise from scratch and from start to maturity by completing the work of technology, market, planning, organization and management in the entrepreneurial stage. After the overall goal is determined, in order to promote the team to finally achieve the entrepreneurial goal, the overall goal is decomposed and several feasible and phased sub-goals are set.
2. Make a business plan. After determining the sub-goals and general goals of each stage, it is necessary to study how to achieve these goals, which requires a careful business plan. The business plan is a team-based plan based on the specific decomposition of business objectives. The entrepreneurial plan determines the phased tasks that need to be completed in different stages of entrepreneurship, and through the gradual realization of these phased goals, the entrepreneurial goals are finally realized.
3. Recruit suitable personnel. Recruiting the right people is also the most critical step in the formation of entrepreneurial teams. Regarding the recruitment of entrepreneurial team members, there are two main considerations: one is to consider complementarity, that is, to consider whether they can complement other members in terms of ability or technology. The formation of this complementarity will not only help to strengthen the cooperation among team members, but also ensure the combat effectiveness of the whole team and give full play to the role of the team. Generally speaking, an entrepreneurial team needs at least three talents in management, technology and marketing. Only after these three talents form a good communication and cooperation relationship can the entrepreneurial team achieve stability and efficiency; The second is to consider moderate scale, which is an important condition to ensure the efficient operation of the team. Too few team members can not realize the functions and advantages of the team, while too many may cause communication obstacles, and the team is likely to split into many smaller groups, which will greatly weaken the cohesion of the team. It is generally believed that the scale of entrepreneurial team is best controlled between 2- 12.
4. Division of functions and powers. In order to ensure that the team members carry out the business plan and carry out all the work smoothly, it is necessary to divide the functions and powers within the team in advance. The division of functions and powers of the entrepreneurial team is to determine the responsibilities and corresponding rights of each team member according to the needs of implementing the entrepreneurial plan. The division of powers between team members must be clear, so as to avoid overlapping and overlapping of powers and avoid work omissions caused by no one being responsible. In addition, because we are still in the process of starting a business, the entrepreneurial environment we face is dynamic and complex, new problems will appear constantly, and team members may change constantly. Therefore, the functions and powers of entrepreneurial team members should be constantly adjusted according to needs.
5. Build an entrepreneurial team system. Entrepreneurial team system embodies the ability of entrepreneurial team to control and motivate its members, mainly including various restraint systems and incentive systems of the team. On the one hand, the entrepreneurial team guides its members through various restraint systems (mainly including discipline regulations, organization regulations, financial regulations, confidentiality regulations, etc.). ) avoid behaviors that are not conducive to team development, thus effectively restraining your own behavior and ensuring the stable order of the team. On the other hand, an entrepreneurial team needs effective incentive mechanism (mainly including benefit distribution scheme, reward and punishment system, assessment standards, incentive measures, etc.). ) to achieve efficient operation, so that team members can see how their interests will change with the realization of entrepreneurial goals, so as to fully mobilize the enthusiasm of members and maximize the role of team members. . To achieve effective incentives, we must first clarify the income model of members, especially in matters closely related to the interests of team members, such as equity, rewards and punishments. It should be noted that the system of entrepreneurial team should be determined in a standardized written form to avoid unnecessary confusion.
6. Team adjustment and integration. The perfect combination of entrepreneurial team can not be established at the beginning of the venture, and it is often gradually formed after the enterprise develops to a certain period of time. With the operation of the team, the irrationality in personnel allocation, system design and division of powers will gradually be exposed, so it is necessary to adjust and integrate the team. Because the exposure of problems requires a process, the adjustment and integration of the team should also be a dynamic and continuous process. As shown in figure 1, after completing the previous work steps, the team adjusts the previous steps continuously to meet the actual needs. In the process of team adjustment and integration, the most important thing is to ensure effective communication and coordination among team members, cultivate and strengthen team spirit and improve team morale.
The question of starting a business is not whether it is better to start a business alone or as a team. What you need to consider more is whether your project needs partners now, how many entrepreneurial partners you need, or how many partners you will bring in the future. However, no matter how many people start a business, you need to learn to deal with team relations and know the choice of team focus. These are the key points on the road to entrepreneurship.
Combined with my own entrepreneurial experience, I would like to talk about the following points.
1. unify decision-making and establish leadership.
No matter how many entrepreneurs there are and how good your friends are, the company needs an absolute leader, either you or your partner. And started a business in partnership with several college buddies. At the initial stage, I want to fully respect the ideas and opinions of my business partners. Of course, that's what I did. Basically, any problem, big or small, is discussed and decided by everyone. In fact, this led to a sharp decline in team execution. Sometimes partners disagree and employees don't know what to do, which seriously undermines the normal operation order of the company.
I remember when I just graduated from Hangzhou University and started a business together, several people put forward different ideas about a project, each with its own reasons and could not be coordinated. Finally, a compromise was adopted, and the result was naturally a mess.
Later, I learned from a painful experience and decided to withdraw my decision. When discussing, let's discuss it together. After all, the strength of the team is great, but when making the final decision, we must insist on making the final decision directly, so as to establish unity and leadership. At first, my partners thought I didn't respect them, and I didn't respect them either. I stick to my own way and explain to them. Then the effect came out and everyone accepted it.
2. Team energy, appropriate concentration
A person's energy is always limited, and a team's energy is often limited-especially in unknown areas. At the beginning of our business, when we were looking for office space in Xihu District, we made such a typical mistake and remembered it deeply.
Although we were not familiar with the office leasing industry at that time, we still didn't want to spend a service fee because of the shortage of venture capital. A few people thought it would be easy to find an office building that meets our needs in Xihu District of Hangzhou, but several people ran for more than two weeks, but they never found a suitable office building. The direct result was a blow to everyone's confidence. In the end, an initial entrepreneurial partner even left the team and the capital chain became more tense.
Although we finally found the office rental center and Zhengdong business center in Xihu District under the recommendation of a senior, we solved our problem. What we still remember is that all the services in Zhengdong Business Center are free, which is completely in conflict with the reason why we didn't look for a service provider at first, and it is a reflection of information asymmetry. If we can find some people in the industry to help us earlier, our entrepreneurial process will be smoother. So a team's energy is finally concentrated in a familiar or relatively familiar field, and don't waste it in an unknown field.
3. Personal interests are subordinate to team interests, and team interests tend to be the founding team.
First of all, the company's interests are paramount, and the founding team should realize that the company's interests are paramount, and then the personal interests. Since you are the founder of the company and your partner is following you, you should explain the future benefit distribution of the founding team to the founder at the founding stage of the company. There are many examples of the breakdown of cooperative relations because of the distribution of interests. If possible, consider as much as possible for the founding team members in the distribution of benefits.
4. Create a sense of belonging to the team and set an example.
Sometimes your business partner thinks he is doing something for you. In fact, your business partner has not yet developed a sense of belonging. He thinks he is helping you, not you working together for your career. Sometimes when we start a business, we may have close friends to help us out of affection. They may care about the company and work as hard as the founder, but this is only because they help their friends, and they all feel that they are helping their friends.
If an entrepreneur is lucky enough to meet such a friend, you should be grateful to him. Of course, not only that, you should try your best to make the founding team feel a sense of belonging, let them feel that this is our common cause, let everyone have confidence in our cause and need to stimulate their inner motivation.
Another point is that there will be many unexpected bumps on the road to starting a business, and there may be cases where partners can't persist. What should the founder do at this time? This situation will greatly affect the morale of the entrepreneurial team. What the founder has to do is to let the partners leave as happily as possible and continue to cheer up other members of the team. Many founding teams follow the founder and are attracted by his personal charm, so the founder is very important to the entrepreneurial team, and the founder should also set an example for the team.
Finally, I want to share a sentence with you: "If you fight alone, you will lose, and if you conspire, you will be exposed." Big softness is not soft, just not rigid. "Everything must grasp a degree, and the measurement of this degree depends on the precipitation you have experienced.
Reply from Enterprise Management Consultant (Shanghai) Co., Ltd.