How to find the first 10 decided to venture to the employees? (below)

cloud network hunting note: hunting cloud network will be a month in the future roll out ceremoniously “taught you how to entrepreneurship” series. The project choose well-known venture capitalists in silicon valley, incubator tutor, well-known Internet companies CEO, entrepreneurial nova celebrities such as the founder of the company’s entrepreneurial experience, share of pervasive. In this series, the “entrepreneurial masters” will bring you from venture to venture financing, listed some columns such as building of guidance. In this paper, for the project of the first 21 .

in the first few speak, guests are constantly constantly constantly stressed the importance of the first batch of employees, but does not have a guest specifically talked about what to do, this lecture is about how to choose the (first) employees, how to train the employees. This is the second part of the culture and the team. We asked the founder of Pinterest Ben Sibermann and Stripe founder, John Collison and Patrick Collison. These are undoubtedly team and experts in the field of cultural construction.

YC: once you all the best people income, what did you do again to let them into the enterprise culture and work efficient? Recruitment is one of the difficulties, into the corporate culture and efficient work is harder. So what did you do to these employees?

Ben Sibermann: well, since our enterprise development step by step, the answer to this question has been changed. At first we hire him because we really need him. We will give him everything he needed environment and equipment, let he and the rest of us together, he can feel the environment, we do not need special to do.

I would like to emphasize is that we always remind people, what is our goal, because we hope I can always see their common objective, able to work on. We would say that one day we will provide Google with them in the search field to provide the service level of the business.

now, with the development of the company, I think this problem became the stylized so we were going to spend a lot of time to review the person just entering a state of the company, the working state of the first 30 days, what are some of them? They know their department managers who is it? They have their own small groups? They know what is the aim of the whole company? What is the most priority consideration they know the company? We have a project in this area. This is a week-long to let them know your company’s project, they can choose the specific matters in-depth understanding. This is we have been doing. The indicators of the project is in after, we will ask them, what do you think of 30 days (for you)? Then we will ask to his partner and manager, the person with the environment? Do you think we have to let him work efficient? If not, then there are two possible answers: a) we shouldn’t hire more people, we do it. B) we need to improve their own way.

I think this is very important. I never ignore to really understand a man. What are their wish? What is the way they work? They hope to get approval? They like to work in a quiet environment? They are the early or late? Learn these, can let your employees know you care about each and every one of them.

John Collison: I think no matter how the company’s environment changes, there are two has been very important factor. The first is to let them early to work efficient. This is you find the problem, a method of substantive progress. So we let the engineers move, let them on the first day of job involvement, pay for work. I’ll let them on the first day to participate in the meeting they want to do after work, sometimes the temptation to let you know your employees easily. Second, we will let everybody to feedback as soon as possible. Let people according to the adaptive feedback of enterprise culture. When you think about it, if you want to a lot of companies want to build a strong corporate culture, as an employee to adapt to this culture will take time. To adapt to the process is not necessarily simple. We are in the culture of the Stripe is more tend to be written. The people around us use mobile phones to send text messages to contact each other. A lot of new people will feel in such an environment is not easy.

John Collison: from every thing, so whether how to do your work or on the fusion of enterprise culture, the more the feedback, the performance of the employee, the better. Tell others what he did is good actually very let a person feel uncomfortable. But if he is your staff, you should tell him he was doing well. He is supposed to know it.

YC: and so on company size that is a very good too. When your company grow the biggest changes in recruitment policy, what are they? When the team from two to ten people, thousands of people, how do you manage them?

Ben Silbermann: : lots of change. I think we are in the team we have always wanted to do to let them within the scope of the companies ordinance to gain greater autonomy and flexibility. This means that we want them to feel like a startup instead of a large enterprise group. This pattern and policy are what we use. Is easier said than done. We are not saying that all these, but one thing is certain, each team is required to complete the task to them has full control of resources. They know to complete the task at hand is the most important. If you can’t understand these, manage the team would be impossible.

we put all areas of talent gathered together to achieve a particular goal, we address these obstacles for them and seek to speed up their pace. I think to hire is a small problem. The biggest challenge is to understand people, it becomes an important project. So we are lucky hired a professional executive search, she works for a startup, she also for apple such big company. She is the kind who knows what he’s doing what to do. See through all kinds of signs, let everyone not only see the surface but to see the deep cultural factors. This is my special attention.

Patrick Collison: growth in the company of such administrative tasks also increase accordingly. The result is not the failure of the company is the increase of administrative tasks. There is one thing that let me also very surprised, even is the time span of change quickly. You will always be in the first month to make plans for the next month, and who work together,

social with who what of, the longer time goes by, the greater the time span.

a year later, you tend to plan for the next year, four years later you will plan the next four years. You see, this is not soon? So, after 11 months of the job, you should plan for next year. Think of Ben said, if you want to do this kind of things for a long time. I think when hiring will be looking for those who work in the short term with high efficiency, those with only a year later still don’t find better. But in the development of the company after a period of time, some people in power can also invest late.

in fact if you don’t have to do this, then maybe you are short-sighted. I think the recruitment with slow people is very important. These questions from a certain perspective really is not difficult, for example, how do you establish a good interpersonal relationship? We do these things every day. You have to do is large-scale systematic efficiency, these. This is very important.

a high-speed growth of the company a year two or three personnel change is not normal. What is the method of the least bad management growth? I think it is the systematic. To find a way to do it that way. Imagine that you can do the best is to ask questions. For Stripe, we provide food three meals every day on the long table. Everyone can do it. This is a good place for understand relationships. Have a lot of things like this can be done.

Ben Silbermann: I’m curious, transparency is very important to you, do you have any according to the size of growth and change that? Pure curiosity.

Patrick Collison: startup, I can’t remember who under this definition, said is not deeply Mired in the principal-agent problem of the company. Large companies in the local market the best often is not globally optimal. So startup relative to the advantage of large companies is in a relatively open and transparent environment. Like I said, because everyone is for the same goal, so start you can do a great deal of transparency in the company. Stripe have a mail system everyone can get others to send mail, unless you are blocking. So you don’t need to participate in a lot of meetings and mixed with the entire team. The start when fifty Ben asked how they use, they say not see these emails. So we developed a special mailing list and Gmail filters.

John Collison: Gmail broke out at a stage.

Patrick Collison : yes and yes, Gmail broke out at a stage, because we sent too many emails. Because sometimes, when you can’t fully discussed, to share ideas and outside the company. The company will see your mail. I think we like you are doing very well, I’m curious what will happen when we have five thousand people, if we can develop to this size.

John Collison:

I think there are a few things help us grow, our culture development, are constantly changing. We mentioned before tool lets you by reading the Email to know what the company is doing now. And now, all of us weekly has a small meeting. We gathered to discuss what we do. Because we do too much. Second, our culture has got great development.

you need to create some nouns to represent them. Obvious Stripe is confidential information, not obvious such as Email or in the Slack, IRC communication, are now see the entire company. This will allow you to easily stage fright, it is easy to don’t like this way or not willing to use them. So when we are ready to discuss these we also created some new nouns to represent them.

Patrick Collison: I know it is wrong to put people on the spotlight to others see, but Emily worked as an intern in Stripe a summer vacation, I’m curious, as an intern Emily what do you think of Stripe.

Emily: Stripe is great, in the first week I spent most of the time to go to the Hackpad to keep up with the progress of the company. Because a lot of people are doing interesting things in the company, all a lot of times it may affect the work progress.

Patrick Collison: Hackpad system is a Google document, but he still has the new message notification, through which you can see all the documents of the company.

Emily: we were encouraged to allow yourself to do all things into the open and transparent. In general this improved our efficiency. We have a mechanism called “spin”, is the leader of each group about their working tasks do 30 minutes of introductory remarks
Patrick Collison: what do you think of the transparency have so good?

Em ily : yes, I remember there was a time when almost not sure who is I want to subscribe to, that is I don’t subscribe to the email. The first week of my mailbox has more than two thousand emails, after I set up a mail filtering system, I just received three or four I focus group email.

YC: Patrick and John, the next question is, your employees ever grow as examples of leadership.

, Collison: in the case of Stripe. Many employees in the first decade of us now is a leadership role. In our company, they need to learn a lot and not born some skills. Man is not born to understand management or leadership. Rapid development, the company will at the same time, it is not easy to develop these skills, and not develop their skills, and is against the development of the company.