There Is No “I” In Team : Don’t Build a Company Alone

Don’t be the micro-manager. And don’t be Superman. As highly as you think of yourself, you most likely can’t do it alone. What do you need when building a world-class team and organization?

The Institute for Innovation and Entrepreneurship (IIE) at UTD is in the midst of presenting a year-long program titled, The Entrepreneurial Development Series. Each day-long class centers on a specific topic or theme that is critical in giving entrepreneurs the best chance of being successful.

IIE’s next class, titled Building the Startup Team is Friday, April 13th. Learn how to find the right people, compensate, motivate and retain them. What mistakes might you have made along your team-building journey? You can register here.

 

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  • Ryan Roberts

    There is no “I” in team, but there is a “me”.  But I nonetheless agree with your article.

  • Mike

    I don’t know the fine people at IIE and I’m sure they’re amazing, but one of the mistakes I made early on was assuming that all I needed to know could be taught in a classroom or read in a book. Lesson #1- JFDI (just f’ing do it)!

    If you aren’t technical and have a “great” idea, tell everyone you know about it. If the majority don’t hate it, build it with your friend’s younger brother’s college roommate who knows how to code if you have to (full disclosure: I did this). Your willingness to take risks will resonate with others. BONUS POINTS: teach yourself HTML & CSS add javascript if you’re able to. If you’ve achieved this much congratulations, you are no longer wasting everyone’s time :).

    If you are technical, for God’s sake explain your idea to someone else before you build it. Better yet, sell it to them first. If no one likes or wants it you just saved yourself months of wasted effort (my CTO has beat this into my head).

    Quick anecdote: for anyone currently in the team building phase, the cliche of Dallas is a business guy with an idea that is trying to convince any CS major within earshot to join their team. You offer 50% of the business to the would-be CTO despite no product, no funding, no sales expertise, or access to decision makers. Don’t be that guy.

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