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A start-up is a way
to develop and find new goals. As long as the company considers itself a
start-up, it is not afraid to try new things, is ready to act outside the box
and make mistakes. As soon as stability and maximum squeezing out of net profit
become the main aspiration, the company begins to go into stagnation.
The wider the field
of activity of the company, the further its founder moves away from operational
work in the field of strategy, ideas, and abstractions. The main task of a
leader is to manage people to achieve the company's goals effectively. The only
working training of employees is a personal example. The leader must change as
the start-up grows or change oneself for another person.
How Do You Succeed?
Often, 95% of all
start-ups are fundamentally wrong about creating new companies and therefore
fail. Here are some rules that will help you succeed and get into that 5% of
Step 1. Define Business Processes
Often, especially at
the initial stage, business founders take over the project management and key
operational tasks themselves. At the initial stage, this is a normal and often
the only possible practice. But already now, you should organize your work so
that in the future you will be able to transfer this function, like any other.
You need to create an organizational structure as early as possible with roles,
goals, and responsibilities. Do this even if the company only has two
Step 2. Create Job Descriptions
for each Employee
To do this, it is
necessary to divide the identified business processes into specific positions
and write job descriptions, as well as a training plan for new employees. The
job description should include general provisions with a list of what a given
employee should know and be able to do: from internal labour regulations to
specific application programs and services, as a platform
for trading in India or forex trading in
general; functions; and job responsibilities. The latter can include the
- what the employee will be doing
(actions expressed in verbs - develops, organizes, controls, creates, etc.,
- how quickly they should answer work questions
(for instance, email within 24 hours, messages in Slack - within 2 hours);
- what the employee should additionally
do (for example, optimize work processes to speed up the solution of problems
and create a knowledge base for the direction).
Rights: to request
and receive from managers and other employees of the company's divisions the
information necessary to perform official duties, to get acquainted with orders
regulating their activities, etc.
conscientious, high-quality and timely performance of their duties, compliance
with labour discipline and established work standards, etc.
To understand what
kind of team you need, you have to assess the specifics and complexity of
business processes. Forextime blog will help you to do this.
Step 3. Provide supportive IT solutions
For most digital
start-ups, the following set of business automation solutions can be
- General management:
Asana, Basecamp, Notion, Bitrix24;
- Internal corporate
communication: Slack, Zoom, Skype, Hangouts;
- File storage and work
with cloud documents: Google Drive, DropBox, OneDrive;
- Development team
management: Jira, Pyrus, YouTrack, Assembla, Readmine;
- CRM: AmoCRM,
Step 4. Establish and Maintain the Rhythm of Communication
The best tool for
keeping pace is daily and weekly short meetings:
- Daily meetings (up to
15 minutes standing or on skype). Structure: news, key indicators, problems.
- Weekly meetings (30
to 60 minutes). Possible structure: 5 minutes - good news, 10 minutes - figures
(by company and employees), 10 minutes - working with reviews, problems, and
stories of employees and customers, 10-30 minutes - "rock" (one priority
issue), 5 minutes - completion (each participant must say a couple of phrases).
- Weekly one-to-one
meetings with direct reports (the so-called One'n'ones). Discussion materials:
budget and financial plan of the direction, OKRs, leading indicators
(indicators affecting OKRs, including in the long term), projects/initiatives,
operational plan (if necessary), the personal development plan (books,
- Monthly meetings.
Structure: collecting data, discussing progress, understanding what works and
what doesn't, learning.
- Quarterly meetings.
Reaching the strategic level, comprehending the results of the past quarter,
clarifying plans for the next ones.
Step 5. Delegate More
Delegation is a
crucial skill for a manager. There is no easy way. Any skill has to be honed
for years. Only by delegating will you be able to get out of the shaft of daily
tasks and do what is really interesting to you and what is really essential for
Delegation is often
understood as follows: â€œFind someone and just throw on them all the tasks that
you do not want to do yourself.â€ This approach only leads to the fact that
tasks are not performed or performed incorrectly. You have to act with patience
- First, you need to
understand well enough the tasks that you want to delegate. You cannot teach
another person what you do not know.
- Guide the person by
hand through the problem-solving process. Patiently answer questions and
explain details so that the person remembers everything, and most importantly,
- When the employee
learns the basics, let them repeat the process on their own. Allow them to make
mistakes, but watch closely so that they do not become fatal.
- After that, you can
begin to let go of the person and gradually give them complete freedom. From
time to time, they will make mistakes, but in normal situations, they will be
able to act independently.
Most of the projects
remain in the heads of their creators. There is absolutely nothing stopping you
from starting right now, right after reading this article! No lack of money, no
job, no family. To get started, allocate an hour of time and start, it will be
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