Often when I meet wannabe entrepreneurs at events, I ask the question, why they are willing to give up their relatively easy job, with good pay to take up the roller coaster world of starting their own company. About 20% or so of the folks I meet at these events work at another startup (typically < 3 years old, about 20-50 people). I think of most of these companies as startups as well, so I am curious as to why, after seeing all that happens in an early stage startup, they want to start their own company.
Sometimes it is because they want to be their own boss, or they see the success of the founders, who they claim have little intelligence, but still managed to start their own company and be moderately successful. At other times, I hear the burning itch to start and solve a problem or other times it is because they always wanted to start one, but were not able to because of other constraints.
Every so often I will get a person who was the 1st or among the first 10 employees of a startup. They will reminisce about the “early” days of the startup they are working at and talk about how everything was simple and easy during those days and how bureaucratic their 50-100+ person startup had become.
When I press further about the “bureaucracy” and what makes things slow and inefficient, the word that always comes up is “approvals”.
“Approvals” are the tool misguided managers use to make themselves feel important.
If you are a person that needs to feel important so you can “approve” things, you dont have enough work to do.
Approvals are used by big companies to kill any ounce of individual responsibility and trust. They also kill the very initial set of values and culture that you might set out to build your company’s foundations on.
Approvals send one of many messages:
1. I did not hire the right person so I have to ensure they “stick” to the rules of the company that HR has arbitrarily come up with.
2. We have hired way too many people who dont have enough work to do, so they have to be around to “approve” things.
3. We need policies and procedures for everything since we dont trust the folks we hired to use their judgement.
Notice that the common word in these (and most other) examples is “hiring”.
Approvals are the child of poor hiring and recruitment.
You can cop out and say it is a HR problem. It is not actually.
As a founder, it is your responsibility to ensure that the vision and culture of the company are consistent with the ethos you started it out with.
The first 10 employees are indicative of the zeal you brought to the table, which convinced them to join a high risk startup at such an early stage.
If these first 10 and many other employees feel that the company is “approval” heavy and requires big company (productivity killing and sans accountability) procedures, then you have something wrong with your hiring, not with your HR policies.
Remember this, if a manager in your company feels so important to want to “approve” everything anyone does in his organization, he has practically no work and likely a heightened sense of importance.