Pitfalls of Startup Team Building(slideshare.net)
slideshare.net
Pitfalls of Startup Team Building
http://www.slideshare.net/randfish/pitfalls-of-startup-team-building?
8 comments
The title is misleading, it should be: Pitfalls of startup team building [slides]
Sorry, my mistake.
All this stuff is kind of MBA 101, but much of it has been very useful for me in practice.
Some companies in my region have the "inside joke, work hard play hard, let's party after work" "culture" the slides mentioned, and it has zero bearing on the trajectory of the company. I'm sure everyone's having fun, but god forbid you're 30-something with kids who wants to make a real impact.
Interestingly, cultures like the above tend to come from the employees themselves, despite the CEO's intentions. I'm a firm believer that your culture is what your employees say about your company, not what you, the founder, says.
The performance + values quadrant is probably the most important thing to keep in mind when it comes to building a team. That, and "hire slow, fire fast"
Some companies in my region have the "inside joke, work hard play hard, let's party after work" "culture" the slides mentioned, and it has zero bearing on the trajectory of the company. I'm sure everyone's having fun, but god forbid you're 30-something with kids who wants to make a real impact.
Interestingly, cultures like the above tend to come from the employees themselves, despite the CEO's intentions. I'm a firm believer that your culture is what your employees say about your company, not what you, the founder, says.
The performance + values quadrant is probably the most important thing to keep in mind when it comes to building a team. That, and "hire slow, fire fast"
Before I clicked that link, I wondered why slides, of all things, should be the pitfall of startup team building. ;-)
slides are a pitfall in general since way overused, but these ones are good. I think they have some advice that's pretty right on based on the last 5 years running a startup, especially on the recruiting front.
For a second I thought the title was referring to the things you slide down at playgrounds.
Rule 5 is "there's no such thing as 10X engineers". Then to back it up, some faux data about Marketers is given? This was weak, IMO.
The reality is that there are 10x engineers. They likely won't come work for you though.
The reality is that there are 10x engineers. They likely won't come work for you though.
Agreed. However, there's a caveat: not every organization needs 10x engineers. In fact, a lot wouldn't know what to do with them. So as far as they're concerned, they don't exist.
After all, a 10x engineer is still only 1x when it comes to adding new functionality to your CRUD app.
However, when you need a scalable recommendation system built in a weekend, that works on a sharded database, uses clever math to run with limited resources, and fits processing into an overnight cron job, and just works (without breaking down every few days over the next couple months), that's when the "10x" guy or girl is your only choice.
After all, a 10x engineer is still only 1x when it comes to adding new functionality to your CRUD app.
However, when you need a scalable recommendation system built in a weekend, that works on a sharded database, uses clever math to run with limited resources, and fits processing into an overnight cron job, and just works (without breaking down every few days over the next couple months), that's when the "10x" guy or girl is your only choice.
That is what I was thinking. It was just two weeks ago I found a 10x hire. Maybe even more. I'm usually by far the most productive on my team and this guy is kicking my ass.
I'm not sure where Rand was going with this, but I would articulate the line this way:
"There is no such thing as sustained, responsible 10x engineering after one achieves market fit." (How's that for sufficiently caveating?)
It's easy to do 10x-engineering at an early stage, but it gets progressively more difficult as products/services emerge. And as those products & services are iterated upon to find market fit, sustainability and flexibility become more important.
If every 10x-engineer also took the hippocratic oath, then we would be on to something.
"There is no such thing as sustained, responsible 10x engineering after one achieves market fit." (How's that for sufficiently caveating?)
It's easy to do 10x-engineering at an early stage, but it gets progressively more difficult as products/services emerge. And as those products & services are iterated upon to find market fit, sustainability and flexibility become more important.
If every 10x-engineer also took the hippocratic oath, then we would be on to something.
Um, no. There really aren't 10x engineers unless you're comparing someone with 2+ yrs experience to someone with 0 yrs. And by years experience, I mean years spent actually making things to completion. What you'll eventually find out is that there's 2x employees and 0.25x employees but very little above that. More than anything, it'll be the team dynamics and the company fit that determines who is or isn't in the upper/lower brackets.
And in the seo space as my seo director said they dont really value deep technical skills that can analyse a 10 year old 10 million page site with major problems - and come up with an action plan to fix it.
I especially agree with the bottom left quadrant of slides 4 and 5.
low performance + high culture fit == hire/keep.
Over time I've found that high culture fit and a fun place to work help improve performance.
low performance + high culture fit == hire/keep.
Over time I've found that high culture fit and a fun place to work help improve performance.
Slide #10: "How can I have influence" is naive. It's a great concept, and I hope everyone follows that link of thinking. It's the equivalent of "dress for the job you want, not the one you have." And I've found that most people gravitate to this mentality, too.
But the key to this is that companies need to support this from the top down, and frankly most don't. Seniority-based hierarchies abound, and influence is nearly always associated with title. The people who have the most to gain from the notion of influence-in-spite-of-role tend to report to the people who have the most to lose from it.
But the key to this is that companies need to support this from the top down, and frankly most don't. Seniority-based hierarchies abound, and influence is nearly always associated with title. The people who have the most to gain from the notion of influence-in-spite-of-role tend to report to the people who have the most to lose from it.
> Your culture is not: Ping pong tables & beer in the fridge
> Your culture is: Who you hire, keep & reward vs. who you don't promote (and why)
I wish more people realized this. It seems so rare to hear, but it's so, so, so important.
> Your culture is: Who you hire, keep & reward vs. who you don't promote (and why)
I wish more people realized this. It seems so rare to hear, but it's so, so, so important.
The career progression slide is awesome but never implemented in practice. The director has waaaay more influence and salary compared to the architect.