First employee - a founder lite?
When starting a company, one of the critical tasks for any founder is hiring the first employee. It’s tempting to approach this problem the same way you approach your first relationship - your cofounder relationship. However, that’s bad.
Here are three common misconceptions that many founders face when making this decision:
Treating the first employee like a co-founder: It is not necessary to see your first hire as a near-co-founder. This mindset can lead to negative selection because individuals who want to be founders typically want to start their own ventures. Therefore, it’s hard to find someone willing to take on this role. It’s also impossible because there will be a natural power asymmetry that you do not want with a co-founder. You neither want to end up with a yes-man, nor someone who challenges the vision.
Looking for a jack-of-all-trades: Not knowing exactly what role the new hire will fill can lead to seeking someone who can do everything. However, your main task as a founder is building the company and the team, which means defining roles and finding people who fit those roles. Adjust the role to the person when necessary, but start with a clear understanding of what you need.
Fear of making a bad decision: There is often advice like "first employees define the company's success" or "they are crucial." While they are important, this does not mean you need to approach hiring them as carefully as finding a co-founder. If the first hire doesn't work out, you can part ways and move on. On the other hand, parting ways with a co-founder almost always means the end of the company.
Understanding these points can help you make more informed and confident decisions when hiring your first employee. Instead of seeking a partner, look for someone who fits the specific needs of your company and be prepared to adjust as necessary. This approach can help you build a strong foundation for your team and your business.