Founding teams are more successful
Founding teams are more successful in the long term as an individual founder. This is evidenced by studies that ask for the decisive factors for the success and failure of foundations.
And contradict - at least statistically - the myth of the egocentric founding genius à la Henry Ford and Steve Jobs or Beate Uhse - to sometimes call one of the few founders.
But check who is bound by the commercial register
When business marriages diverge, this is usually no less painful than the breaking of love. Or even ends with the slaughter of the goose, which was once to lay golden eggs.
But what makes ideal founding teams? Are opposites attracting each other, or is harmonious collaboration important?
The two goes together?
We tend to get involved with people who are similar to us. To a certain extent, this is also good for start-up teams.
It makes communication and decisions easier, because the bigger the founding team, the higher the need for coordination. And of course you should share the passion for the idea.
Difference makes more of the sum of peculiarities
Nevertheless, heterogeneous start-ups are promising, which complement each other on both the professional and the personal level in different qualities.
From a technical point of view, it is ideal if you get together with a business partner from whom you can say: He or she can do something that is not mine.
The right degree of dependency
This creates the right amount of mutual dependency to cope with conflicting times, leaving everyone's own playing field on which to be champion.
It broadens the basis of your competences and you do not fly so easily from the steep learning curve of the first founding times. The same applies to personal qualities.
Everyone is the champion in his field
The extrovert for PR and acquisition, the introvert for the long breath. The maker complements the innovator. The observer reflects, the teamworker plays along. The perfectionist leads the ideas of the plasticizer to the end.
With an appropriate "engagement time", in which future business partners ask each other everything and answer everything, work together in preparatory projects on probation and treat themselves to external expertise from one of the many start-up subsidies.
How to find what binds for a long time?
And only when head and belly say yes, do you get together. A divorce treaty is most definitely recommended, by carefully arranging the arrangements for a separation.
And if you want to start alone? Then create multitude with alternative means and use business master tables, colleague networks, cooperations, external service providers, freelance cooperation. And maybe he will come, the ideal founding partner.
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