62% of start-ups fail because of conflicts between co-founders . Although there are no statistics on degree of conflict between co-founder , but this number is probably not less than couples .
Sharing from Le Huynh Kim Ngan , founder of action.vn below may help start-up makers better understand the source of internal conflicts and find solutions to fix the problems .
I / TYPES OF FOUNDER “TROUBLE”
First , choose the right person . Just like in dating , take the time to find the right person , because the wrong choice is everywhere . Here are some typical patterns you may encounter :
This is co-founder is often a friend before starting a business together . They can be very kind , and excited about start-up , they love your idea . But after six months , when the ” honeymoon ” of start-up ended , they lost the ” fire ” and stagnation in the work .
Co-founders of this kind are , of course , very intelligent . Even smarter than you and hard working . Perhaps you will love these people , nut unfortunately they are smart so they do not need to cooperate with you. They are people who can not listen to anyone except yourself .
Co-founders like to work out strategies for developing start-ups with you . They will create great plans to revolutionize the world , but do not know how to earn the first 1000 users . They just talk theory and do not act , so send them back to school .
4. MYSTERY PERSON
These co-founders always have an open job search site on the browser . They have multiple Facebook accounts to promote their various sub-projects . For these mysterious characters , at any time , they can also leave the start-up to do something else .
5. SALES SPECIALIST
Co-founders in this case spend the day to searching for customers and promoting their products . That is great , except that they no not have much idea about the start-up that people are building .
This is the kind of co-founder who will try to turn things into ” white paper contracts , black ink ” . They are always worried about dividing things before actually creating anything .
II / FORMS OF CONFLICT OFTEN ENCOUNTERED
When throwing ambitious people from different backgrounds in the same place to work together under heavy financial pressure and constant fear of failure , then conflict will appear . Take a look at some common type of conflict :
1. ” MY IDEA IS BETTER ! ” :
We can not measure the value of an idea , ” DO IT “- only the way we can compare it . Just stop arguing and try developing a “bad” idea to see if you are doing well .
2. ” WHO DECIDES WHAT ? “
Please share responsibility with each other . Respecting your partner’s ideas in startup-related matters is the secret to building a solid partnership . Otherwise , the question ” Who decides what ?” will kill start-up before you even realize it .
3. ” I WORK HARDER THAN YOU “
Except these is concrete evidence that your colleague is “lazy” than you , keep calm . It is difficult to accurately measure the work of each person tin the start-up . Maybe this week the business man can not sign a contract but next week they can bring back a huge customer ?
4. ” HE LEFT OR I LEFT “
This is the worst kind of conflict . The bad thing is not that you or other people have to left , but that you have argued for a long time before everything came to this ” ugly ” conclusion . If you are interested in the existence of start-up , please resolve this issue as soon as possible .
5. ” MY GOD , WE WILL FAIL … ! “
Almost every new day can be a ‘ death ‘ of start-up . Failure always exists in everyone’s mind . Then why mention it ? If there are co-founders who can complain about failure , stop them . Enthusiasm is the biggest asset of start-up .
6. ” WHO GETS WHAT ? “
The equity agreement will resolve many of the conflicts over the allocation of shares. In the initial stage, share equity is fair and reasonable to avoid future inconsistencies.
7. ” WE NEED MORE STRATEGIC PLANNING ! “
“Nine times out of ten strategic planning is just a form of delay ” said Paul Graham .
It better to do something wrong than to do nothing !
8. ” I AM TIRED AT 5 PM “
Everyone has his own private and personal interests. Instead of asking people to be sympathetic to their problems, let colleagues see the passion and maximum priority for the job.