How does the founder create a "dream team"

The founder doesn't have the position power as the management of a big company. He must rely on his charm to attract them. So every founder should ask himself a question: Why can I lead others? This is a process of introspection. You can also ask yourself three questions: What is the most meaningful thing to do? What is the most fulfilling thing to do? And what you are best at (strength), using this MPS model to reflect on yourself, you can not only know who you are, but also know where you are going. When forming an entrepreneurial team, you might as well divide your entrepreneurial team into three circles: the innermost circle is your entrepreneurial partner, the middle circle is the manager who can lead the team, and the outermost circle is the professionals with professional ability. For the people in these three circles, your selection criteria are different, and the incentive methods for them are different. A good entrepreneurial team needs people from all three levels. For the inner circle of entrepreneurial partners. What attracts them is mainly your mission, vision, values and a little personal charm. When the founders are looking for such people, they must constantly publicize your mission, vision and values. Just like proud peacocks, they will keep opening their screens and release your hormones for your career. People divide those missions, visions and values into groups. Just like your smell, people who smell like you will gather around you. These people are not here for money, but for some kind of dream. For business partners, don't be stingy with your shares, let them become your shareholders and let this matter become his own business. Business partners are hard to find. You must have similar mission, vision and values, be able to complement each other, have the passion to start a business, and be willing to share the risks of starting a business. Such people are hard to find. If you haven't found that person yet, don't worry, it's better to be short than extravagant. For middle managers, you can't expect them to share your mission, vision and values. You can make some compromises. What you value more is his management ability and professional ability. For middle managers, they can be given equity or option incentives. Although they may not value these things at first, they can still play a role in rallying people. As I said just now, partners should get low salaries and high dividends, and management should get middle salaries and pay dividends, so that they can also share the fruits and benefits of enterprise development. To build a dream team, the most important thing is that people should unite. If people want to unite, the team must have a unified mission, vision and values. These three words are not the slogans and slogans that we usually see posted on the company wall, but what every employee believes from the heart. If employees don't believe these slogans and slogans, even if the words used are beautiful, they will not be implemented in everyone's heart, and will not be transformed into the competitiveness of enterprises. In the early days of starting a business, these missions, visions and values all belong to the founder, but when the organization reaches a certain scale, it is no longer the idea of the founder alone. The founder should not instill these ideas, but re-refine the mission, vision and values that everyone agrees with after the team is basically stable. The truly grounded values should be collectively discussed by team members, which can truly reflect the inner demands of members and is a recognized value standard. Only in this way can values really land. The values of the leaders of entrepreneurial companies are often the values of the team. As Liu Chuanzhi said, setting an example is not an important way for leaders to convince their subordinates, but the only way. In addition, the qualifications and abilities of team members should be consistent with the values advocated by the company, and the employees recruited by a company that advocates the values of integrity and integrity must also be honest and upright. If the middle-level leaders of a company are mostly people with superior ability and suspicious moral character, then the values of integrity and honesty advocated by this company will not fall. The assessment of values should be included in the talent evaluation system. Without measurement and evaluation, it can't be managed, and so can values. If the values are just general, but there are no details that guide daily behavior in great detail, the values can't land. For example, Alibaba's six-pulse Excalibur values, each with specific details that can guide daily practice, thus ensuring that employees know what to do. Not only that, Alibaba's evaluation of all employees, values account for 50%, and performance accounts for 50%, to ensure that values can penetrate the bone marrow of employees and become unconscious behaviors of employees. This is the origin of corporate culture. Through the three steps of formulating strategy, establishing team and leading team, the founder may be a little closer to the dream of the dream team, and success will be logical.