The Entrepreneur and “Teams”

In the beginning was the entrepreneur. The entrepreneur was alone to face the world and to establish the business. Perhaps the entrepreneur had a friend, perhaps an advisor, perhaps a spouse – perhaps all three were the spouse – or perhaps not. At any rate the entrepreneur sought advice from someone who was trusted to offer the best advice. In the beginning the advisor may or may not have been an actual participant in the business – it does not matter.
The entrepreneur and the advisor were a pair, and perhaps another advisor – formal or informal – was added to the “brainstorming” necessary for the business to chart a proper course (read ‘strategy’ if you have an MBA). This formal or informal association was the beginning of a “team.” As the business grew, more people seemed to become involved – but this time the new additions were more specialized: financial, legal, etc. So the “teams” became more fragmented as specific requirements for the business were met. But there always seemed to be a “main team” which plotted and planned the strategy or course the business would follow.

As the number of employees grew, the team was more likely to grow, with everyone available to provide information and advice needed for the survival of the company. In most businesses “team membership” is comprised of team members, numbering from 2 to no more than 19. An association of from 20 to 150 members is called a “tribe,” but that is another story and has little bearing on the startup entrepreneur.

In my experience I have found there are two different kinds of teams. The first kind of team has informally assigned members. There is no special reason for their assignment – perhaps these were all that were available. The second team is comprised of proven thinkers and doers who themselves are flexible in their approach to solving problems, blue ribbon team members. The larger a company gets the more likely you are to find these kinds of people and the greater the necessity to identify them. Quite often these people are recognized as brainstormers, a trait not found in every person. Two brainstormers, working together, can produce ideas and plans neither was likely capable of providing alone. If you want to see something exciting, put three brainstormers together – it is sometimes impossible for anyone to get in a word edgewise.

So, the entrepreneur must bear the main brunt of EVERYTHING in the business until he/she can identify others on whom can be offloaded more responsibility. Putting on the hat of a manager, the entrepreneur must recognize people who are blue ribbon thinkers and/or brainstormers.

Dr Lou Gamble