Eg: There are founders who are product managers and don't do a lot of decision making and approvals,
but spend hours every day trying out products and advising engineers directly on products, which both exhausts them and leaves the people below them at a loss.
Similarly, some people who make angel investments jump in as interim CEOs once they realize that the company they are investing in isn't living up to expectations, and B and A say that when a company needs to be on its own, the investment has already failed by a large margin.
So what should founders of small companies do? They need to do a lot of things,
but in terms of importance, do three things can be
A lot of small company founders (A) will complain: "Now is too busy, the following people to do things really can not do, everything has to be done themselves." B says: "There is something wrong with your management approach, what you need to do is to find the right people and give them the important things to do, rather than doing everything yourself. "
For a founder, a company is like his own child, the feelings are very deep, eat and sleep thinking about it. As a result, founders can't help but jump in and intervene when they see something not being done right, even if it's a very small detail, or even do it themselves. Once, B told a friend who founded a company, "Don't do too much detail management, it makes you work too hard." He said, "Shouldn't I be in charge when I see people below me doing something wrong?"
B and A speak : "'If you see the subordinates do things unsatisfactory, it either means that the people did not find a good, or that there are problems in the way to train them . As long as it is the right person, and then take time to cultivate, they will eventually be able to do better than you."
As the founder of a company, he spends a lot of time finding the right people for key roles, and once he finds them, he trusts their abilities.
Eg: Google has been 400 people in 2002 when the scale, including the founders, including a few also have to interview every personnel department
has decided to hire employees, because recruiting is too important, the interviews accounted for 1/4 of their time.
People recruiting is not good, not only delay things, and often easy to send God difficult .
Because early employees occupy important positions, unless they can grow with the company, it is difficult to organize their work after the company grows. Let them be the supervisor, and do not have the corresponding ability and potential; also let them do very specific work, they will feel that the founder is too thinly veiled, and will even gather some of the old staff against the new supervisor.
An important principle of recruiting for a small company is that the other party must have a very strong initiative in addition to the ability and character to do the job. Small companies have to do a lot of things, can not wait until the boss to arrange the task to do, so it can not go with the big companies to compete, so every employee needs to have things in their eyes, take the initiative to do a good job. Large companies tend to be able to withstand the risk of some of the larger in this regard, due to the relatively strict management of the hierarchy, encountered individual less active employees, as long as they can be arranged above the quality of the task to ensure the completion of the task, there will be no major problems.
Any company recruiting, need to adhere to a principle: the person hired should be higher than the average level of existing employees, otherwise the larger the company, the lower the average quality of personnel. The company went downhill, often from the beginning of the messy recruitment.
A well-managed company, the power should come from the bottom, the brake should come from the top, so that the company has both energy and direction. If the engine and the brakes are reversed ...
Because a lot of founders, in his head there are a lot of things to do, today this idea, tomorrow another idea, today to do ABCD tomorrow to do EFGD, the following people If you simply go to perform the task, listen to obey, so the company will be dead.
Eg: When Google was growing to 100 people, the founder, CEO, and a few other executives spent one day a week listening to the people below them present their projects. They were responsible for one thing: making sure that the employees were doing what needed to be done without spreading the company too thin. As for what should be done, they never make suggestions, because since they are hand-picked employees, they believe that they have the ability to get things done and will give enough trust.
If there is one word that summarizes the role of these executives in reviewing projects, it's "brakes".
Many companies today talk about company values as a way to teach employees to be loyal to the company. Understanding the role of culture in this way is not only unhelpful, but it can also send some free-spirited employees running for the hills.
Every successful company has its own unique way of doing things, ways that are not yet easy for others to learn, so they are like company genes.
The genes of a company are largely determined by the genes of its founders, and what the founders like and what values they set, that's what the company will ultimately evolve into.
Conclusion: The code of conduct that a company sets for everyone, the values or in the general environment, will lead to unconsciously adjusting their behavior and optimizing their performance under this code.
For example, if a company determines that technology is the most important, and product stability is the most important, then over time, engineers become the most powerful group in the company, and then the engineer culture becomes the dominant gene of the company. Google is such a company.
Similarly, if a company decides that technology is not the most important thing, and that the user experience is the most important thing, then in such a company, the product manager will be able to talk, and the engineers will have to work around the product manager, which is the case with Facebook and TX.
A company's values, goals, and vision are what make a company tick.
The establishment of values or corporate culture is at the beginning of its establishment . No successful company has its values and culture established after 5 years. When the company is small and more malleable, the founders have to be very clear during this period about what kind of company we will be, and recruit the most suitable people around this idea to find the right business model for the company. This is not an easy thing to do, as it requires getting the entire company to recognize its values early on. No one else in the company can obviously replace the founder in this matter, so this is a task for the founder himself. It's not easy enough for a founder to be proud of these three things, so some of the specific things should be left to the people below and not interfere too much themselves.
When a founder can find competent people in charge of engineering, sales, and administration, and trusts them enough, the company is on the right track.
Of course, many people will say, "I'm not a founder, so will this advice work for me?
If you're going to be an executive in a company, you can use these criteria to measure the competence of the owner of that company;
If you're just an average employee looking for your next job, you need to think about whether you recognize the values and the culture of that person, and the way that they're managed.
Eg: China's soccer team always fails to perform in the World Cup, which is highly disproportionate to a big sports nation like us.
Nearly two generations have been working on this for nearly 40 years, and although leaders at all levels have been very anxious, entrepreneurs have provided a lot of financial support, and world-class coaches have been replaced one after another, they have all been ineffective. In fact, there is a very simple way, not only can China's soccer out of Asia, and is expected to win the world championship.
As soon as the Ministry of Education announces that from now on half of the GK scores will be based on cultural achievements and the other half on soccer scores, immediately all the squares will be occupied by soccer-playing kids, and the moms and grandmas who are square dancers will even give up square dancing for the sake of their own sons' and grandchildren's futures and give up their resources for their kids. All the extracurricular activities arranged by parents for their children will be soccer, and all the provinces and cities will spend money on building soccer stadiums. Before long, C must be the world's number one soccer power. Similarly, if the Ministry of Education announced that the 100-meter dash score would account for half of the college entrance exam score, then the streets would be full of people practicing the 100-meter dash, and C wouldn't know how many Olympic sprint champions it could produce!
The soccer or 100-meter dash score in the college entrance exam is the benefit function mentioned earlier. As soon as this function is determined, the whole society becomes a machine learning system, and the principle of expectation maximization will automatically optimize the whole society to maximize the soccer or 100-meter running performance. Of course, this is just a metaphor.