The People With You
Who this book is for
Người đang xây một business ở Việt Nam trong giai đoạn đầu, từ lúc còn là một ý tưởng tới lúc có vài chục khách trả tiền. Người đọc TỰ LÀM gần như mọi việc, tiền của chính mình, và câu hỏi lớn nhất của họ là thứ này có ai cần không. Đây KHÔNG phải người điều hành một công ty đã chạy: chiến lược, tổ chức và mở rộng thuộc cộng đồng CEO.
Sound familiar?
- Splits equity evenly for speed, then one person works three times as much as the other.
- Hasn't discussed money or decision rights for fear of friction, so there's nothing to fall back on when it gets tense.
- Makes the first hire for extra hands rather than for a known result.
- Nobody dares say it when a person no longer fits.
After reading, you can
Help a founder choose co-founders and early people, and agree terms before it gets awkward.
Each chapter answers one question
Chapter 1: Do I need a co-founder, or just fear going alone?
Why do I need a co-founder?
A co-founder is not there to ease loneliness; they are there to cover exactly where you are weak.
Chapter 2: Why does an equal split become unfair later?
On what basis are we splitting equity?
Splitting equally to avoid an awkward conversation creates the biggest unfairness later.
Chapter 3: Things are good, so why have hard talks now?
Which three hard questions have we not yet discussed?
Every hard question is cheaper to ask when there is nothing yet to lose.
Chapter 4: Is skill enough for my very first hire?
What result must this role produce in ninety days?
The first hire shapes culture more than any statement, and fixing a bad hire is very expensive.
Chapter 5: What if someone who built this no longer fits?
Is anyone on the team no longer a fit, and am I avoiding that conversation?
The right person for this stage may not be right for the next, and nobody wants to be the one to say so.