Lessons on Startup Team Formation: Perspective of an African Mentor and Investors
In my early post, I mentioned that the team plays a crucial role in building a successful tech business. I want to use this opportunity to break down and share my experience in team formation over the past few years seeing that I have had the unique opportunity to guide multi-cultural teams across Africa. This might help people hoping to create teams to build a business and those already with teams to improve how they currently work or better understand their teams.
Two strategies have worked when forming teams, at least from the African context. I like to put them this way; Skill/Talent Based Teams and Friends/Common Interest Teams.
Skill/Talent Based Team
By this I mean a team that is formed based on the expertise each member brings to the table. In this kind of team, you find a product addict, a technology enthusiast, a machine learning expert, and a sales expert among others. This type of team is mainly formed when a problem is identified by one person and he then goes headhunting for skills and talent to be able to execute the task or solve a particular problem. A typical use case will be a ground-breaking technology discovered by one team member and then needs the expertise of a technology expert, a marketing expert, and a sales expert among others to execute the task at hand. In general terms, we say you need a hacker, a hipster, and a hustler on a typical team. The hacker works mainly on the technology side of things, he is the one that gets the technology part figured out.
The hipster is the creative visionary of the team, often responsible for understanding user experience, and design, and ensuring that the product has an appealing and user-friendly interface.
The hustler is the business-minded individual who takes charge of marketing, sales, and overall business strategy. They are focused on promoting the product, acquiring customers, and driving revenue.
The hacker is the technical expert responsible for building and maintaining the product. They are the hands-on developer who turns ideas into tangible software, ensuring the product’s functionality and stability.
The good part of this kind of team is that, in terms of skills all that is needed is fully available. The team members need to work on how they can work together as a team. Without that ability to work well as a machine, the friction can lead to the end of the product or team. If a talent/skill or talent-based team will do well they need to learn to work well.
Friends/Common Interest Team
Another effective strategy that I’ve observed involves team formation through what I refer to as the “common interest or friends” methodology. In this approach, individuals who share common interests or already have a pre-existing relationship come together to collaborate on a project. Unlike traditional methods, where skills take precedence, this approach relies on camaraderie and shared passion among team members.
In this scenario, the emphasis is not initially on each member’s skill set; instead, people choose to collaborate based on their existing rapport and understanding of each other’s working dynamics. Team members commit to acquiring the necessary skills for the project’s execution. However, it requires discipline and dedication from each team member to learn and adapt to the required skills.
While this approach fosters a strong bond and shared commitment, it comes with its challenges. Team members may need some time to grasp new skills, potentially causing delays in project development. Nevertheless, this trade-off is considered acceptable when prioritizing the synergy derived from common interests over immediate proficiency in specific skill sets.
Conclusion
In my extensive experience guiding and mentoring teams over the years, it’s apparent that neither of the two angles is a straightforward journey. A delicate balance needs to be struck, and it’s challenging to definitively say that one approach is superior to the other. Both approaches, individually or even as a blended strategy, can lead to success or failure.
Teams often find themselves incorporating elements from both methodologies, and the key lies in recognizing the chosen route and understanding how to navigate challenges when they inevitably arise. The effectiveness of the approach is contingent on the team’s adaptability and the leadership’s ability to address issues as they surface.
I trust that this guidance will assist emerging teams in selecting their members, fostering the creation of teams capable of addressing challenges in Africa. Feel free to share, provide comments, and show your support so we can extend our reach. To delve deeper into my journey, explore further details here.
