How to guide in Startups: 4 Tips for Young Entrepreneurs

A study by the Federal Association of Germans Startups shows that there are still many founders jung and inexperienced, but already have an average of 14 Employees. 4 tips for young entrepreneurs to look out for Guide should pay attention.

Thus, leadership goes into startups

According to the information of the 1.224 young companies, which were interviewed for the German startup monitor 2016 by the Federal Association of German Startups, a startup employs on average 14,4 employees including the respective founders themselves.

Over 45 percent of the entrepreneurs surveyed for the study are with the Foundation between 25 and 34 years old. In this Age you usually don't have much management experience. At the same time, the initial situation in startups brings with it uncertainties: the business model is still untested; it is not uncommon for new technologies to be used; the Organization is still small, but it often grows quickly and new employees are constantly familiarizing themselves with it. Therefore, founders should consider a number of success factors when running their startupCompany note:

1. Creating clear structures

So that everyone in the company knows what they have to do and with whom they have to coordinate when klare structures essential. These already begin with the founding team: Often the question “Who is this? Executive?” more than one Hand. Then there is an urgent need for clarification!

who which roles Tasks and areas of responsibility must be clear from the outset, especially between the founders. The same applies to every single employee: only if structures, hierarchies and areas of responsibility are clearly regulated does the startup have enough stability to be able to operate successfully in its dynamic environment. Here it is a core task of every founding team to specify these structures.

2. Experiment and standardize

On the other hand, startups must also be open to new things. Not all of the thoughts that you have when designing and writing the Business-Plan has turned out to be optimal in practice. The organization must therefore constantly learn new things, take customer feedback and develop further. Experience has shown that this does not happen by itself, but must be exemplified and specified by management.

For example, it has proven itself to carry out clearly defined experiments, to clearly measure and evaluate the results in order to define and consistently implement new standard processes based on the findings. An example: Two alternative ways of addressing customers over a defined period of time at a defined number of customers tried out. It measures which type has been more successful and then becomes the new standard. Once this has been clearly defined, new employees, among other things, will develop the desired efficiency much more quickly.

3. Develop a customer-oriented corporate culture

Germany is generally regarded as the land of engineers, inventors and Developer. This has produced great inventions. A common mistake, however, is that one withdraws too much into the quiet little room and optimizes a product without considering the true customer needs, while others have long been active in the market and are gaining relevant experience. So dear fast bring the product to market, build up a broad customer base, get customer feedback and then improve the product on that basis so that it brings even more benefits to customers.

In order for this to succeed, it is the task of the founders to establish a customer-centric corporate culture. This is not always easy, but several things can help: also internally Communication always focus on the customer, define appropriate principles, take corrective action if necessary, pay particular attention to building a powerful sales organization - and of course the Courage have to make the appropriate decisions.

4. 100 percent use is not enough

For innovative start-ups, speed is often the decisive factor in order to be able to effectively utilize the time leap ahead of imitators. For this reason, more than 100 percent use is required by founders and employees! To achieve this, the founders

• choose the right staff: The candidates who are burning for the vision of the company must be found.
• permanently motivating: As a company leader, you have to be an authentic example and put the vision of start-up always in the foreground.
• Finding and measuring results: Formulating clear goals for the company and every employee is the first step. However, it is often only insufficiently implemented to implement these indicators on a regular basis with the help of clearly defined indicators.
• achieve maximum focus: management and employees must be able to focus on their respective tasks in the start-up. This can be an important issue, especially for spin-offs, if employees of the start-up are also to take on group tasks.
• If necessary, find support: In case of problems, external support can be helpful by an experienced founder or coach.

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