Good ability manufacturers high P, Why could not pass probation small plants?

Author | Luojun Wu

Cover photo | CSDN downloaded from the Vision China

A while back, one of my college classmates and I Tucao, "he switched last year from the manufacturers to a C round of venture company as a technology leader, the boss actually be informed trial today do not pass!"

Prior to joining the students in small factories, manufacturers have had two experiences, P7 + level, how will the trial period even small plants can not pass it? Seems incredible, in fact rational to follow, the following would like to expand to talk on this topic.

Manufacturers of high P chose to join a small factory, most people want to manage the transition through job-hopping, after all, the majority of manufacturers capable people, but manage pit-bit and play a limited space. If the vision, developed into a small factory next makers, as well as the opportunity to do so in the senior management.

A seemingly good path really good to go? I want to say: not necessarily. From manufacturers to the small factory, style two completely different environments, the ability to adapt your personal, small factories is inherently uncertain, and the company continued high and expected outputs for you, all these factors together large enough to allow the superposition portion of the high P stopovers.

2015 I, has worked from the Amazon to leave in three start-up companies too, are the angel round, A and Series B round, team size also varies from dozens to 1,000 people. Five years, I have seen too many high P case and had to leave the small factory. Now I would like to share the experience with their own personal experiences under: "manufacturers of high-P to a small factory when the leader, in the end how to survive and quickly stand it?"

Ground Gas: initiative to adapt to the characteristics of start-up companies

Start-up companies in the end what are the characteristics? Most people's minds are: overtime, 996.

Work intensity is just a feature of start-up companies, and now many manufacturers also this rhythm, so this can not be called features. I think the following points are different from manufacturers, but they do not experience high P is unable to feel the character.

Point 1, "a lot of things at work than what you see in the manufacturers a lot worse times」 . For example: code quality, development specifications, documentation precipitation, a small number of human technological capabilities, and so on, and even some aspects will refresh your awareness, but there are too many of these objective reasons, but also happens to be the place to play your strengths. So we should not only complain, the company is the lack of improvement in these people, who led the team to grow together, not thinking that smart people.

Point 2, "Many projects may do half is dead, a lot of demand is likely to change many times." Most business start-up companies are in a highly uncertain market environment, means that demand may change at any time, in a large factory generally have plenty to do to improve the process of market analysis and revenue forecast, but did not venture company France assumed this time costs, it can only follow the market and operational data by doing adjustments. You have to learn to adapt to this rhythm, based on the experience as much as possible to make your design flexible systems that ask a few Why when needs assessment in order to avoid possible product operations point of negligence, after the project was aborted but also to have a good mind to accept.

Point 3, "here pay more attention to efficiency and actual output, and tolerance for mistakes is much higher than manufacturers." Manufacturers more attention to the process, to reduce people's dependency and chance of error through the process, and start-up companies the contrary, most of the things people hope through initiative and responsibility to achieve efficient, so the manufacturers of so-called routine must not be copied to the start-up companies, many of which are unnecessary and will only lead to more wrangling, mistrust and inefficient. Your focus should be placed on the actual output, but to consider how to balance the quality and efficiency, including errors attitude towards work should be more positive and open.

Point 4, "not just to recruit people living HR, the formation of the team will make you lose a skin." The early start-up companies more so, I spent the first two start-up companies, a HRBP docking technical team of 150 people, but she just recruit one job only. Therefore, when the team's lack of people, technology leader must assume the task of recruiting, screening the resumes, design, interviewer training interview process set of processes, basically everything myself. And small factories do not have obvious advantages in all aspects, through interviews rates often pitifully low, your network of contacts reserve, the recruitment of the effort, knowing people will affect your ability to build team speed, team no one you can not survive .

In addition to the above four points, there are many small factories features: for example, the replacement rate directly under your leadership, the company is not some human systems and practices, inadequate mechanisms for promotion and management mechanisms, and so on. P high ground gas are sure to do, because these features are and your daily work-related. "Accept start-up companies, we must accept these characteristics, exposure to actively go in to it, or let it get better."

Heavy execution: Good sense of purpose + high execution

For start-up companies, the high P must join to solve existing problems or create new value. On the first day you join, you should communicate clearly and work directly under the boss expect of you. This sense of purpose from the outset recommend pay attention to it and to quickly put it into a work habit, because even if you are in a small factory smooth landing, and how to lead the team to continue to get better results will become a new challenge .

Remember one thing: "For small plants growing leader demands with the speed of business development is synchronized, and even more advanced" , once mismatch, change will come, be replaced, marginalized or simply be eliminated.

Suppose a scene, the boss suddenly one day ask you: "What is your team focused in the first half of last year is to do better than if you have any plans it??", You say you have not seriously considered, that this It has released a danger signal a.

So as a leader, "it should not matter too much involved in purely operational level, so busy will only assign work step by step, so busy not to think about the direction」 . leader as the company's strategy to implement the most critical part, how accurate understanding of corporate decision-making? How to develop a reasonable and worthy goal? How to ensure that achieve their goals? These are the leader of the most important things, but also significantly different from the requirements of manufacturers of high-P. Few specific examples:

The company cut off part of the technical resources required, while requiring business support is not affected, how do you do research and development, Improve Efficiency?
Important and urgent things tend to have a deadline, but most no room for bargaining, how do you make sure your team does not ball dropped?
May cause a company-wide decision to subordinate the question, how will you convey down?

Even some goal is not top-down, but you need by virtue of their technical vision and anticipation of the initiative to do business planning, such as infrastructure upgrades, and other technical reserves.

Looked great difficulty? Indeed, this is the bottleneck where the majority of front-line leader, something pure performed without any problems, but to do more high level of consciousness can not keep up either planning, or the ability to keep up. But the requirements of start-up companies is such that if you can make a good team is always on the right track, if done well, once the business buildup up, down, or you'll be left lingering reuse, ultimately, had to leave.

How to cultivate this sense of purpose of it? Provide you with a few suggestions:

Always pay attention to the company's strategy, operations and product planning goals, so that you will know why a lot of things to do, what is the priority, not just execution
Learn to look at problems (management perspective, the perspective of subordinates, directly under the leadership perspective, with square perspective, even CTO and CEO perspective) from a variety of perspectives, a lot of small problems behind is actually a sore point
Expanding their technology vision and recommendations out of their own environment in which the company and current business scale, more exchanges with the outside, explore new ideas and more

Once you have a target, further down is the implementation level of things, good path dismantling, planning and supervision, and fully mobilize the enthusiasm of the team and internal and external resources to implement them.

Grasping the opportunity to: difficulties, not to set their own limits

Most start-up companies is the lack of opportunity, "How fast emerging from the same class leader in? The ability to grasp critical opportunities to rely on, to make the difference of scores」 . For example: Threatened strategic projects ordered, most people can not handle the burden of history, good ideas can improve business metrics, new technology research and development will help raise efficiency.

But a good opportunity to give you in charge, generally inseparable from these two premises: your usual execution and performance of the company can win the trust? Whether you are a Ganpin without handicapping himself and the team of people? These two do not, when the opportunity arises you may not within the scope of alternative people, or leaders do not believe you can be a good landing.

Three years ago, I was only about eight people management and technical team, would have been a particularly good opportunity to oversee a very promising line of business, because his company is expected to undertake the rate did not reach last airborne leader takes over . Also two years ago, I made the company a strategic project, promoted less than two months to become senior managers, including then let me also responsible for dozens of people PMO team.

A good opportunity to make, probably made her famous, will be a greater authorization from the ranks to business. Similarly, if you do not there may be a temporary change. This is the charm of small factories, but whether to or not, can make you gain a rare opportunity to exercise.

Written in the last words:

Views of this article is only my personal opinion, or for different stages of certain types of entrepreneurial companies have their own characteristics, I say may have been wrong. If you are business executives, think of this article when it comes to your heart, you can forward it to your team to see if you are manufacturers also have high P intends to join a start-up company, proposed to this article and more read it over twice.

【END】

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