Seven principles that entrepreneurial teams must abide by

Seven principles that an entrepreneurial team must abide by

An entrepreneurial team refers to a group of people with complementary talents, shared responsibilities, and A special group of people who are willing to strive for the same entrepreneurial goals. Below are seven principles that entrepreneurial teams must abide by that I have collected for your reference. I hope it can help friends in need.

Entrepreneurial team "Our bosses often quarrel", "Our founders and investors have a bad relationship"... Employees of startup companies often have similar complaints. In fact, this is the norm for startups. A startup company starts from scratch, and all rules and systems have not been established. Almost all matters in operation require timely decision-making by the management team. Without a tacit decision-making model, arguments are inevitable.

The first principle is: calm down first, then make a decision

Theoretically, decision-making should be a rational process, but unfortunately, most of us cannot do it . Decisions made under normal emotions will mostly lead to mistakes.

The second principle is: You can’t have your cake and eat it too

Everyone has the desire to pursue perfection, especially those who are confident and are more likely to suffer from "perfection obsessive-compulsive disorder" ". However, it is difficult for a startup company to have enough resources and foundation to pursue perfection, and it often faces the helplessness of difficult choices when making decisions. This helplessness is the source of "anxiety" for most entrepreneurs and is also an obstacle in the decision-making process.

The third principle is: what is true may not be correct.

Humans are very strange animals. As long as they take a look at anything, they will form an image. This image is very real, but this reality is the most deceptive. Everyone makes decisions based on their own feelings and experiences, but in many cases it is impossible for us to know the whole story. When multiple people meet to make decisions, the most common mistake is that everyone insists on their own opinions, and these opinions are their true feelings. The fable "blind men touching the elephant" situation is actually played out every day.

The fourth principle is: Set up a suitable final decision-maker

Group decision-making is actually the most difficult thing. Several people with different backgrounds discuss one thing. Most people have decision-making power but no background knowledge in decision-making (among startup executives, some have marketing backgrounds, some have technical backgrounds, and some have financial backgrounds). If a marketing issue were discussed today and the head of technology and the head of finance had the same say, the results would be very unfortunate. During the decision-making discussion, be sure to set up a final decision-maker, and let the person with the closest knowledge background to the decision-making topic be the decision-maker. Others can make suggestions, but they must unanimously respect the decision of the final decision-maker.

The fifth principle is: Never blame each other

"How should I decide on the target?" I am often asked this question by other entrepreneurs. He hesitated. Why did he hesitate? It was because he had made wrong decisions before and was blamed for them. The entrepreneurial process is full of uncertainties. No one can guarantee that mistakes will not be made. Wrong decisions may even be made much more frequently than correct decisions. Blaming each other will destroy the confidence and feelings of decision-makers and make the results worse.

The sixth principle is not to hide any information from investors

“Our investors are very annoying, they don’t understand the situation, but they make judgments.” Many entrepreneurs also say this to I complained that investors only came to the company once every few months and did not fully understand the situation, but they participated in the decision-making of the company's most important issues. As investors, what do you think? They meet many people every day, have a good understanding of the industry's macro situation, and see many success and failure cases. Of course, they hope to tell their experiences and lessons to the companies they invest in. Since the company's governance structure gives entrepreneurs and investors the power to make decisions on major company matters, both parties must cooperate well to succeed. In order for investors to support entrepreneurs' decision-making, they must try to let them know as much as possible about the company (this is something that many entrepreneurs cannot do and often report good news but not bad news).

The seventh principle requires investors: Don’t overstep your authority.

As an investor, you must also have a psychological preparation: no matter how experienced you are, you can only make suggestions, not replace others. Entrepreneurial decision-making. I would rather entrepreneurs make mistakes (mistakes made by entrepreneurs are beneficial to the company's future growth, while mistakes made by investors have basically no meaning for the company).

Expansion: Xiaomi Entrepreneurship Team Information

Lin Bin

Vice President of Google China Engineering Research Institute, Director of Engineering, and Global Technical Director of Google. Fully responsible for the team formation and engineering research and development of Google’s mobile search and services in China. Earlier, Lin Bin was the engineering director of Microsoft Engineering Academy. He can be said to be one of the top figures in the fields of software products and Internet product technology today.

Lei Jun met Lin Bin in 2008. At that time, Lin Bin wanted to promote cooperation between Google and UCWEB. Lei Jun was surprised to find that Lin Bin had a sincere love for products. Lin Bin was very devoted and "worked hard" in the work and products he did at Google.

At that time, Lei Jun began to often chat with Lin Bin. The two grown men often stayed up late at night and talked until one or two o'clock in the morning. As they chatted, the two of them turned from partners into good friends.

Once, when Lei Jun and Lin Bin were chatting, Lin Bin revealed: "I want to start my own business and do an Internet music project. What do you think?"

Lei Jun was overjoyed after hearing this and said to Lin Bin: "Stop making music. Let's invest some money in music and let others do it. It's boring. Let's do something bigger together!" In this way, people affectionately called him Bin’s Lin Bin was the first to board Lei Jun’s Xiaomi warship.

Ali

Ali is Li Wanqiang. This Cantonese likes people to call him Ali.

Ali joined Kingsoft in 2000 as soon as he graduated from university. He has successively served as Kingsoft Software’s human-computer interaction design director, design center director and general manager of Kingsoft PowerWord Division. During his 10-year career at Kingsoft, he has grown from a designer to the leader of a business unit with more than 100 people. This is due to both Ali's own abilities and Lei Jun's support for him.

Having had a professional relationship with Lei Jun for more than 10 years, they have a very good personal relationship. It was at the end of 2009 that Ali decided to resign and leave Jinshan. He found his old leader Lei Jun, who was already a mentor and friend, and told Lei Jun that he was going to do commercial photography and start his own business: "What do you think of my entrepreneurial direction? ?"

Lei Jun said: "I have a direction here, how about you come with me?"

A Li said: "No problem."

< p> Lei Jun asked Ali: "Do you know what I want to do, and you just agreed?"

Ali said: "You want to make a mobile phone."

Lei Jun smiled.

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