The formation of the first team is among the most thrilling and dangerous steps in the history of a startup. First in, first out influences culture, speed of execution, quality of products and even the investor perception. However, the grave error of many founders is to employ someone to fit into the team rather than complement them. It is natural to carry with you those that you can trust or like or whom you can relate. Startups however do not require a duplicate of the founder but instead a skill deficit, a balance of weakness, and an enlarged perspective. The distinction between a typical startup and a high-growth startup is often reduced to the deliberateness in which the initial team is assembled.
Recruiting on Merit, not Competency
Most first time founders attract their friends, former schoolmates or network associates as they are comfortable. Although trust is important, early employees will need to address actual operational gaps and not merely provide familiarity. A comfortable team is not always equipped with the knowhow to climb up the ladder.
Evading Individuals Who Disagree With them
At times founders inadvertently employ individuals that share their views. Yet thoughtful disagreement is an advantage to early-stage companies. Good teams challenge, probe assumptions, and refine strategy even at times when it is uncomfortable.
Placing overestimation on Passion and Underestimation on the execution
Delivery is everything, but startups live on passion. Founders tend to pick up ambitious candidates rather than serious executors. The former team will have to make ideas a practical outcome in a short period of time.
Ignoring Role Clarity
In new startups, everybody has to do all sorts of hats, however, this does not imply that the roles should be unclear. In the case where work is not defined, there is lack of accountability and tension.
Hiring Too Fast or Too Late
There are founders who are in a hurry and postpone, whereas others take long before rolling temporary employees. Both extremes hurt growth. The timing of the right is equal to the right person.
Dwelling on Culture Fit Raising Culture Add
The concept of culture fit may turn into a jargon of resemblance. Well-performing startups seek to add culture, individuals who broaden and deepen the way of thinking in the company instead of reflecting it.
Communication Skills underestimation
Technical brilliance is nothing without communication. The initial team members should work in harmony particularly within dynamic settings.
Not Thinking Long-Term
Your initial employees are the ones who turn out to be leaders. The founders that recruit only to do some short-term jobs are denied the chance to develop leadership capacity in the long term.
The True Solution: Hire to Supplement, but not Replicate
The wisest founders will say: Where shall I be weakest? What skills are missing? Who shall enhance this company more than myself alone? It is not a comfortable team that will make a team resilient, innovative and grow in the long run.
