What entrepreneurial skills are important for working in a small start-up team?

I do this for my work!

And that’s the hardest question there is.

Answer is….Weird enough… “None”.

Sure, you have to have some “organizational skills”… I think I should clarify that.(And in the meantime keep a lot of business-economics definitions at you)

The Combi
Entrepreneurs are Director-owner of Companies.Owners can be silent shareholders, but we don’t call them entrepreneurs.Drivers don’t have to be the owner again, and we don’t call them entrepreneurs. Only the Combi makes your entrepreneur.

“Entrepreneurship” used to be really just something simple as a middleman.If you look closely, it was only those companies that used an arbitration business model. Entrepreneur comes from “between-taking out”. Read, that your stuff hopefully sold more expensive that you bought them. You produced nothing.

The predicate entrepreneur used to be only the owner of intermediary trading companies.A special kind of business model. Our entire accounting system is still secretly globe of that historical so popular intermediary business model.

But… producers We called up to 150 years ago weird enough no entrepreneurs.Farmers, craftsmen, lawyers, churches, doctors? No entrepreneurs. Until, say, when we discovered capitalism and went on to think again about theories of value during the marginal revolution. And we saw that adding value does not only come from intermediary trade.

Right away
Companies, in the current business economics sense, are organizations with a corporate model that also has a revenue model.Not all organizations need a earning model to deliver value. A court, for example, is an organization and therefore has a business model, but no earning model….Like a church that has, for example. Therefore, church directors are technically entrepreneurs in the new sense of our definition.(Churches sell hope, for money. And a lot of money too! )

So.Entrepreneurs are Director-owner of organizations with a earning model.We even call companies with a revenue model. Maarrrr….However…. Startups are temporary organizations that are still looking for a business model for new types of organizations, with or without a earning model.

So startups are not companies, nor do startups have to be companies.Even if you are registered with the Chamber of Commerce. Because, no next turnover means… No enterprise. To find out that you can’t create a business means success for a start-up.You know: Thomas Edison found 80 ways in which the incandescent bulb did not work, and that called a success.

Sweat Capital
But but… I hear your opposition: “You still invest Sweat capital in the temporary organization with the small hope of big returns if you sell your startup, that is arbitration anyway, and that is to undertake anyway?”

And that’s right.

But that business model is already known!You don’t have to look for that. That founder-Exit business model has already been chewed out. As a founder you must be able to live with the greatest uncertainty in business economics. But that’s not your startup, that’s you! And if you’ve got a bake fuck-you money, that’s a huge deal, for example, in terms of abandonment. So all those romantic ideas of hard juicing for the apples is not about the business model to be found but about your investment profile.Separates those two.

Small startup Team
Your organizational skills are simple.Your assignment is to find a business model, (a recursive set of trade and production algorithms that has a net discounted positive economic Value added (EVA).

  • You must be able to say goodbye to your own ideas as quickly as possible.

And that can hardly anyone.

  • You have to understand that 95% of your success is pure luck. Luck.
  • Luck. Luck. And so can be pure bad luck too.

  • You have to be able to “create” trading partners.
  • Create problems for them. And find solutions there.

  • You should be able to validate as important possible assumptions as cheaply as possible.
  • And that means enjoying going on your jaw.

  • You need to find, engage, retain, contract and sometimes buy out partners.
  • And that means enjoying going on your jaw.

  • You have to stop as soon as possible with things that are never going to work and know what they are as soon as possible.
  • Stuff like that.But you are not actually a company, yet. So.

    Your team is not the same as your group of friends.Don’t become friends. Keep work, work. Your decisions are affected and that is irreversible.

    Find a way to get peace.Make sure you stay creative and rested. Without the creativity you had, you’re not worth anything in a team that needs to scale but the funds don’t have it.

    Do not specify. Giving up is a killer, if you can be negatively influenced by certain factors, then your team will also be.Your energy is their energy.

    Communicate tasks clearly and do not sit on someone’s lips.Trust your team and give them the space to make mistakes too, which is why they chose where you are now.

    Take your responsibility, the mistakes of others, are the mistakes of you.If you can’t muster to put your ego on the side, then choose to blaming the whole team. It was our fault. Never assign a person the black Piet.

    Keep in mind the small irritations, not drinking enough or not the right resources available to normally get through the day at the office?Your busy head can clearly forget the less important things for you because there is an toko to run, but your team needs it. They will perform less if you do not appreciate them for in their eyes stuffers.

    Do not work like a disturbed maloot every day 24/7 in the eye of your team.Make sure you can lose your energy in a different place from where the team sits. There is no team waiting to work for 16 hours, to come by every weekend, because you are so keen to find something important now. 9 -5 Is there for a reason, accept that you are an exception and not the norm.

    Depending on the phase in which you are wrong, as a startupteam you have several milestones on which you focus.Initially “problem validation”. In doing so, you do qualitative and quantitative research on the problem you want to solve with your startup. This is mainly by talking to a lot of people, and very clearly mapping a link with a specific group of people and the problem they are experiencing, and of course why that problem is so urgent. So you need people in a team who are not afraid to talk to random people and go on a research. In addition, there must be someone who finds and validates sources that are relevant to the problem you want to solve through “desk research”. Many startups fail because they develop a product that doesn’t respond to the customer’s needs, so it’s so important to validate your assumptions about a problem. While validating at this stage, it is important that you demonstrate causal links or learn that something you thought was a problem is not really such a big problem at all.

    If you have a gavlidered problem you will want to produce a solution.Depending on what kind of solution you have, you want to get someone to the team who can carry out the technical development of the product. You want someone who understands that fast delivery of “functionality” is more important than a great product, and someone who is flexible. With flexibility, I mean that when you get feedback from your target audience with respect to your developed product, you can quickly implement this feedback (if it is right).

    When you have a clear product market fit, you’ll want to engage a marketer with your team to reach more people.

    Perhaps this approach will prevent you from being known.It is based on the Lean Startup method. I have contributed a lot to different startups with this method and it works well, although there are also pitfalls, but they are not more relevant to answering this question.

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