Tell everyone a joke

I often see a recruitment message from friends who are entrepreneurs in the circle of friends, "The entrepreneurial team is hiring, and you pay the salary, but the premise is that you must be awesome!"

Whenever I see this I laughed at my state, it was so low. Let’s talk about why it is low.

Let me talk about my background first. I am not a great person, but I have met some great people more or less. Because I am working on products, I often go to some companies with the CEO to learn from my experience (mostly in Hangzhou). Our company is not a poor start-up company. Because we have a parent company, and the parent company is supported by traditional enterprises, the entrepreneurial environment is not that difficult. But recruiting talented people is also a long-standing problem.

Then let’s talk about why the recruitment method in the first paragraph is a joke:

1. Your positioning is not clear. The purpose of recruiting talents is to solve the problems and bottlenecks encountered by the current product. It’s good if the talent can solve your problem, it doesn’t necessarily need to be a great master. How many Alibaba executives leave every year? Can you afford to support them? Stop fooling people with equity, you can also deceive the children recruited by the school. Can your company be listed on the market? Stop making trouble and just get down to business and make products. Do you think all technical experts are mentally retarded? Your total assets may not be as much as the annual salary of other big shots, so why are you bragging? Who gave you the courage to raise your salary casually? If you improve, you will say that someone is not good enough. Do you know what the great person’s abilities are?

2. In fact, I am not confident. Yes, that’s right, it’s because you don’t have confidence that you need to rely on experts. If you don’t have money, rely on venture capital, and if you don’t have technology, look for big names. If you have no future, you can't just keep your ambition and do it yourself? If you rely on others when you encounter problems, such a company will not last long, nor will it become bigger and stronger.

3. Insufficient psychological analysis of Daniel. Suppose an executive from Alibaba or Baidu resigns, and you analyze the reasons for his resignation. Is it because of salary? The probability is very small, right? Even if it is, can you give a salary higher than BAT? You don’t believe it yourself, do you? The reason may be that he feels that he is not valued in the original company or that his abilities are not reused by the company. It may also be that salary is not the first priority and he wants to realize his own feelings and experience what he can do in an unknown small team. The team leads the big and the strong. My CEO is from Alibaba P9, in Taobao. After the "Juhuasuan incident", Taobao began to rectify, and suffered a little injustice, but at the same time, a former outsourced customer started a business, which is the current company. The current chairman has been looking for him for a month, and they meet for tea every day. There is no discussion about salary, but mainly about what kind of role our CEO can play after coming to our company. Give him a team to lead, and select employees you like from various departments within the company to bring to your team. The salary is tentatively zero, and the company will reimburse all your food, clothing, housing, and transportation. You can also receive living expenses from the company's accountant every month, with no limit. Our current CEO happened to have the idea of ????trying to lead a larger team. It was difficult for him to be promoted to P10, so he came out.

3. The CEO is not suitable for entrepreneurship (referred to as stupid X). Some startup CEOs are really drunk. It's like being a monitor in elementary school, wandering around the company every day, catching employees playing games and not working. I really have no management experience at all. Personal character shortcomings are also exposed in starting a business. They are fussy, picky, hot-tempered, self-centered, can share hardships but not joys, cannot consider problems from the other person's perspective, have low emotional intelligence, etc. Many companies have good ideas and good products, but they fail in management. To give another example, our CEO, Alibaba, comes from Alibaba and has his personal charm. I admire him very much. Friends who are familiar with Alibaba know that Alibaba employees all have fancy names. For example, Jack Ma’s name is Feng Qingyang, the old man who taught Linghu Chong the Dugu Nine Swords. Our company has also learned from this approach, which is quite fun and adds to the fun. Even the IDs of several friends in our company who keep watch are the company’s nicknames. Indirectly, it increases the sense of belonging. There are many management tips that can be learned from Alibaba, so I won’t list them all (in fact, Alibaba’s management is not that outstanding in China). Speaking of his personal charm, what impressed me the most was his forbearance. I have been in the company for more than a year and I have never seen him show a bad face, let alone lose his temper.

This is not to say that being unserious is a good thing, but don’t take it out on your employees every day. Some companies have a regular meeting on Monday morning, and the boss just scolds them. Employees are full of negative energy at the beginning of the week. This is a sign of the leader’s low emotional intelligence. The work plan has not been completed and the product has not been completed. Can scolding employees solve the problem? Obviously not. The failure to complete the plan means that the department's functions are not in place, or the employees are emotional. Some issues cannot be generalized. For example, one time our company's developer's grandfather passed away due to illness. The boss gave him five days of paid leave. His salary was quite high. How much did five days cost? But the CEO just said, go back and take a look, there is nothing you can do about this kind of thing, adjust your mood, and then directly OA approve five days of paid personal leave, with the additional note "If it is customary in the family to take seven days, the Telecommunications Union will notify me." That's how it was done. I admire the style. As a result, because of this development, the iOS version was delayed for five days and was not submitted for review. It happened to coincide with the Western Christmas, and our version was updated for about half a month. After returning, the CEO took the initiative to visit the developer at his seat. Without complaining, he asked, "Have all the things at home been taken care of? Adjust your mood." The developer may not know how much the company's interests have been lost in these five days, but he cannot use the company's interests. To weigh the death of an employee’s family member. One more thing, the CEO said that I do not advocate overtime and that overtime is a symptom of the problem. First, the leader assigned too much workload and failed to investigate the working speed of employees. Second, the quality of employees’ work is not high. If employees take responsibility and leaders do their jobs well, there will be no overtime. But friends who work on the Internet know that overtime is inevitable, and even slow company network speeds can prevent you from completing your planned workload. One time when our new APP was launched, there was a problem with the packaging, which lasted until the middle of the night. Before the CEO left, he came to see us and said, "Don't do it too late. If it doesn't work, we'll do it tomorrow." My friends and I came up and were very determined. The leader said we would do it tomorrow, and he looked down on us? Haha, it must be submitted for review today! The Internet speed was also slow, and there were problems with the alpha channel of the proofs. The UI team was gone, and several developers didn’t know how to tinker with PS. At 2:30 in the middle of the night, the CEO came, carrying several boxes of oden and a KFC family bucket. He said that I was worried that you were doing it too late. When I went downstairs, I saw that the lights were still on, so I went to buy something to eat. Come, rest your stomach while doing it. At that time, there were almost tears in the eyes of several friends. We got something more important than money, which is care and respect. The boss said that I had been working as an artist for a period of time before, and I removed the alpha channel and passed the review smoothly. Before leaving, he also said that you guys won't be coming tomorrow morning... He always said that there are no bad employees, only unqualified leaders. The original intention of employees is to make money here, and there is no need to harm the company, but some inappropriate actions by the leadership will make employees feel uncomfortable. I think this can be regarded as a qualified leader. I have seen some young startup CEOs arrive at the company after 12 noon and leave after 3 p.m. This happens almost every day. You arrive late and leave early. What qualifications do you have to lead employees?

4. There is a problem with management. The previous paragraph talked about some management issues, but it was mentioned in passing. Let’s talk about management in detail here. China is experiencing a boom in entrepreneurship right now, and many young people are starting their own businesses. There are also many successful cases, and there are more people starting businesses, so it’s a mixed bag. Let me tell you my own opinion. First of all, when it comes to management mechanisms, the first thing that comes to my mind is Japanese companies. That's called being strict. Why don't you try it if you're late? Have you tried playing with your mobile phone at work? Some companies don't have wifi. But I personally think that Japan’s management mechanism is not suitable for current Chinese startups. The reason is that all employees currently employed are born in the 1990s, and so am I. Avant-garde, unique, thoughtful and characterful. It is unrealistic for you to ask them to put on a suit and tie every day and go to work conscientiously. Just like real estate and insurance companies. I think the post-90s generation is a magical generation. They possess both the legacy of the hard-working generation born in the 80s and the arrogance and leaping of the post-00s generation. Tangled, helpless, confused, and independent. Those born in the 1980s still have brothers and sisters, but those born in the 1990s rarely have any, so loneliness often fills their hearts. So the company may have become their other home, with so many friends working, chatting and playing together every day.

Another sentence is that not everyone is suitable for starting a business. If it is not the right material, then withdraw immediately. People need to be self-aware and don’t listen to other people’s deception: “I am who I am, it’s a different kind of fireworks.”