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Build a Kickass team - no pingpong table required

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Build a Kickass team - no pingpong table required

  1. FRANCOIS MAZOUDIER CEO, TECH LEADERS CAPITAL
  2. Excited… and kinda scared
  3. FRANCOIS MAZOUDIER        
  4. IN DIGITS
  5. THE CEO CO-INVESTMENT CLUB HIGH END, GLOBAL, ACTIVE NETWORK. TECH LEADERS CAPITAL
  6. Russell Reynolds 85% of the largest European Tech companies are run by first time CEOs.
  7. VUCA: your new world  Most disruptive era ever  rapid change everywhere  Old rules – broken  new rules - added  Repeat  Fast paced, risk taking and Ever changing competitive landscape
  8. Most Startups Fail
  9. 3things TO BE sure OF:
  10. 1.
  11. 2. One shot
  12. 3.You need a KILLER team BUT Why?
  13. you’re Hiring : 3 teams not 1
  14. Technology adoption cycle
  15. Portfolio structure 3 stages, 3 companies, 3 teams  The startup stage  the scaling stage  The Large Company stage
  16. Portfolio structure 3 stages, 3 companies, 3 teams  The startup stage  the scaling stage  The Large Company stage
  17. Early stage IDEATION STAGE PMF STAGE (product/market fit) MVP stage (min viable product)
  18. What’s your “killer team”
  19. Should certainly
  20. Balanced set of characters
  21. spot the disastrous one early, else !
  22. killer team - WHY
  23. "What matters is not ideas, but the people who have them. Good people can fix bad ideas, but good ideas can't save bad people.” Paul Graham
  24. 70% of OUR investment decision is simple. It’s the team Mark Suster – GP, UPFRONT Capital
  25. 8 VERY costly common mistakes
  26. 8 common mistakes 1. No co-founder pre-nup 2. Hiring people like you 3. Not knowing exact role/s 4. Testing the skills, not the fit 5. Hiring at Speed instead of a+ 6. overselling 7. Inflated titles early on 8. Not getting help
  27. The team Founding CEO
  28. Co-founders
  29. Co-founders end up fighting
  30. 2 Hiring people like you
  31. 3 No detailed knowledge of roles
  32. 4 TESTING SKILLS not (team) FIT
  33. 5 Speed vs a*
  34. your first hires dictate Everything else. A+ talent attracted by other A+ A talent hire B staff B staff only hire C staff
  35. 6 overselling
  36. 7 Inflating job titles
  37. 8 Not seeking help from the pros
  38. hiring - WHAT TO DO
  39. HR interview tips  Sell first, then Interview. Failed interviewees often your best advocates.  Exciting then formal  Make it competitive  Hire BOTH direct & use recruiters  Do formal ref checks only for process, else keep to team fit  ASOS culture first: anybody can block a hire (for the right, cultural fit or reason!)  Go out! Games, drinks and dinners, must be informal.
  40.  Avoid the 8 common mistakes  Hire a* only after PFM stage  Start immediately, hire slowly, fire quickly  Use your f&F&F  Actively use your network  use friends’ LinkedIn accounts  Admit what you don't know  Use professionals for the first hires.  Hustle ! You’re expected to  Ask for favours (2.5 x rule)  Offer (small) finders fee.  iPad works better than $600 cash prize  "subject to“ contracts
  41. About Company culture LOTS OF CHOICES – but only one is yours.
  42. Company culture “ What people do when nobody’s watching them “
  43. Why a company culture Without one, it’s just a job. After product/tech, 2nd best investment Only way to attract top talent from better funded tech firms. Best tool to keep core values as you grow larger extra boost for all  employee attitudes, job satisfaction and organizational commitment  discretionary effort of up to 20%. (source: Arizona state university - 2007-2011) Because nobody can buy it or steal it from you !
  44. cOMPANY CULTure What do you want it to say? Set your culture or others will do it for you.
  45. never write it. just do it.
  46. Values STATED deliver best service Embrace creativity and initiative Most talented people REALITY failed in the bid to acquire remaining 60% BSkyB News of the World closed down. Failure of accountability Strong ethics problem (phone hacking)
  47. Values STATED Our culture embraces innovative and imaginative thinking while striving for, and achieving, excellence. (1) Raise the Bar (2) At the Frontier of Innovation (3) No Limits REALITY Autocratic , Old fashioned Leadership Crushing Innovation in employees Poor quality product Releases Stock price Feb 7th 2011 $69.69 Dec 12th 2011 $16.21
  48. Culture builder | your To do list 1. build a culture of accountability from day one 2. keep mouth closed and ears and eyes open 3. build understanding, trust, and credibility with new recruit in the first three months on the job 4. over-promise and sets unrealistic expectations early on 5. Drive changes quickly, respect others’ business and culture backgrounds 6. Complain to investors and board 7. focus, focus, focus on immediate opportunities and key metrics 8. too involved in execution – delegate 9. being CEO get means serving your team 10. No being self-aware, introspective – 360 reviews include you 11. No being too hard on people and set expectations too high
  49. keep things simple
  50. Profile it.
  51. Building your culture What you do  Make your company clear about its own.  align people with clear expectations of behaviour  Match culture with talent  build accountability and high performance ethos  Hire a*, show full support and trust immediately  Support failures - analyse. wHat you need to do  A Compelling Vision  Transparency  Shared Language  Organizational Inclusion  Development starting from the top
  52. CULTURE: I STRIVE TO BE  Real. Don’t project any image, it masks true personality.  Empathetic. Listen, trust, relate. A coach and advisor.  Humble.  Be direct.  Be transparent. It’s your job to make sure people know what’s happening--that means the good, the bad and the ugly.  Never shoot the messenger.  Make the hard decisions.  Don’t state your culture, just do it.
  53. SMART  real numbers with real deadlines. No "I want more visitors."  Measurable or nothing. No buzz words e.g. "brand engagement" or "social influence."  Attainable – GOALS ARE challenging but possible.  Realistic - be honest with yourself, you know you/R TEAM and limitations.  Timebound – everything has a deadline. No "someday."
  54. Simple to-do list  Get your team profiled. Only complementary hires.  Set up your office space according to your values  S.M.A.R.T everything  Make decisions fast, even with limited data, then course-correct  Get outsiders to help, they want / like to.  Celebrate micro-victories  Get out of the office together
  55. Celebrate micro-victories  It’s a long way to a big victory  Weekly updates, by category  Kpi update by team/functio  Open Fridays  Lunch together  Q&A  Debate, poll, vote  Celebrate reaching small milestones  Invite your early adopters, make them part of the family
  56. What worked for me  Stand up meetings  “Open mike” Friday lunches  Share the data, especially the bad news  Ask “ what would you do? ” often.  Have the tough discussions early, ask for input  Agree, then Set challenging goals  Progressively give more control to people  Have the team spend time on what it doesn’t know yet. People need to learn new things to keep inspired.
  57. Case study | Finland
  58. Finland was Famous for…  (Loooong) winters  Snowstorms, Ice, snowstorms, ice. repeat  Vodka  Sauna  ice skates  …ahem… virtual air-guitar
  59. a New Culture in finland low hierarchy Transparency freedom Responsibility / Accountability be yourself, have fun.
  60. SUMMARY
  61. SUMMARY 1. Your new job: Chief people officer 2. Your company will hire 3 teams, not 1 3. Avoid the 8 most common hiring mistakes 4. First hires: A+ only, as they will hire most others 5. One chance only. Take your time. 6. Get help from pros. 7. Culture : don’t state it, live it out. 8. Try new things, break a few things.
  62. HANDY TOOLS, TIPS & MORE  FounderDating - premiere site for founders/co-founders  CoFoundersLab - find a co-founder in any city  YouNoodle - founder matching  Stanford Business School Interns –Stanford interns are cheap  Angel List – Angel List jobs board  Startup Weekend - Launch a Startup and meet a co-founder  FoundersHookUp - Invite-only find a co-founder  Founder Strengths – Gallup Strengths Center  PartnerUp- small business site to find partners, business opportunities, real estate, etc.  Meetup - go to a Meetup!  How to hire developers - mike greenfield  Foundrs - co-founder equity calculator  Lance Laking, common sense on people management  Netflix HR
  63. disclaimer
  64. disclaimer
  65. “You look for three qualities: integrity, intelligence and energy. The most important one is integrity, because if they don't have that, the other two qualities are going to kill you.” Warren Buffet
  66. Great quote

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