Dhaka Electronica Scene on Team Management
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Dhaka Electronica Scene founders on managing teams.
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Dhaka Electronica Scene on Team Management
- 4. HOW TO “Gather the right Team”
- 6. Where do you stand? Identify if you have a team, or if you are building one from scratch. If you have a team, your company size and what is your immediate and future vision.
- 7. THE ‘I’ STACK You are your first and primary team.
- 8. Dualism? How many of you typically fulfill more than one role in your startup?
- 9. Dualism? How many of you typically fulfill more than one role in your startup? How about two specialized jobs? Three?
- 10. THE ‘I’ STACK Manager Programmer Accountant Executive Writer Musician Delivery Guy Designer Photographer
- 13. Reviewing Music Writing Articles Music Production FAISAL Facebook, Soundcloud, Site Management Global Outreach Artist Management and Recruiting Networking - Networks, Artists, Labels
- 14. Reviewing Music Live Performances Music Production OMER Website and Content Design Presentations, talks Event Management and Photography Training
- 16. Reviewing Music Reviewing Music Writing Articles Live Performances Music Production Music Production Facebook, Soundcloud, Site Management Website and Content Design Global Outreach Presentations and Talks Artist Management and Recruiting Event Management, Photos Networking - Networks, Artists, Labels Training and Workshops
- 17. Complementary (of two or more different things) combining in such a way as to enhance or emphasize each other's qualities: three guitarists playing interlocking, complementary parts.
- 18. Reviewing Music Reviewing Music Writing Articles Live Performances Music Production Music Production Facebook, Soundcloud, Site Management Website and Content Design Global Outreach Presentations and Talks Artist Management and Recruiting Event Management, Photos Networking - Networks, Artists, Labels Training and Workshops
- 19. Reviewing Music Reviewing Music Writing Articles Live Performances Music Production Music Production Facebook, Soundcloud, Site Management Website and Content Design Global Outreach Presentations and Talks Artist Management and Recruiting Event Management, Photos Networking - Networks, Artists, Labels Training and Workshops
- 20. Discover the minimum operational stack
- 21. In the simplest terms, establish Engine. The core attributes that create value and drive your basic startup.
- 22. Business Model. How you Create, deliver, capture Value.
- 23. Business Model. How you Create, deliver, capture Value. ‘Engine’ > Business and Revenue Model (early stages)
- 24. Competencies. What is the set of competencies in your team your “engine” cannot do without?
- 25. Competencies. What is the set of competencies in your team your “engine” cannot do without?
- 26. Prioritize. Competencies. What is the set of competencies in your team your “engine” cannot do without?
- 27. Prioritize. There’s opportunity cost at every step. Better come to terms with limitations early than be disappointed! It’s important to chose specific attributes where you excel, and focus on being the best at specifically those.
- 28. TEAMS Expanding
- 30. HORIZONTAL VS VERTICAL How would you grow?
- 31. Reviewing Music Reviewing Music Writing Articles Live Performances Music Production Music Production Facebook, Soundcloud, Site Management Website and Content Design Global Outreach Presentations and Talks Artist Management and Recruiting Event Management, Photos Networking - Networks, Artists, Labels Training and Workshops
- 32. Core. Vertical First. We try to grow our most important competencies, and involve them full time, strongly bound. This achieves: Diversity . Depth . Richness . Quantity MASS
- 33. Horizontal. Second. We try to minimize cost, especially of complexity by creating loosely bound ad hoc teams to run fragmented tasks across a larger landscape. Sometimes the teams are just the founders, working harder, contributing bonus value to the company, playing multiple roles in addition to main jobs. This achieves: More Uniform Quality . Simplicity . Reliability . Affordability . Speed . Networking . Growth VELOCITY
- 34. Analogous to: MASS X VELOCITY
- 35. =MOMENTUM
- 37. Natural Growth. Some of our core members have been the early adopters, converted into team members after consistent participation. Higher Motivation . Larger Goals . Diverse Scope. More Talent
- 38. Hiring & Recruiting Undershoot. It’s better to undershoot and hire less extra hand, hire a vendor than to worry about additional payment, management and social overhead of “mid levels.” Don’t add redundancy. Take advantage of SAAS Services and “on-demand software”
- 43. Facebook Group Facebook Page Google Docs.
- 44. Facebook Group Facebook Page Facebook Admin Group Google Docs.
- 45. Facebook Group Facebook Page Facebook Admin Group Skype Google Docs.
- 46. Facebook Group Facebook Page Facebook Admin Group Skype Official Emails Google Docs.
- 47. Facebook Group Facebook Page Facebook Admin Group Skype Official Emails Soundcloud Google Docs.
- 48. Facebook Group Facebook Page Facebook Admin Group Skype Official Emails Soundcloud Website Google Docs.
- 49. Facebook Group Facebook Page Facebook Admin Group Skype Official Emails Soundcloud Website Flickr Google Docs.
- 53. .. . Website Flickr ReverbNation Apps PODIO, project management DES/Connect.Collaborate.Share Google Docs.
- 57. Motivation & Incentive. Startups such as ours usually begin with very low capital. Often it rolls quite well before the need occurs to gather investments. During this time, the founders typically work with very small number of team members who are integral to the foundation and momentum needed to execute your vision.
- 58. MOTIVATING YOUR TEAM INSPIRE. Pull your team, not push. If you are a chef starting up a kitchen, you better be good. You need to continue to strive to excel. What have you done lately, to inspire *your* team?
- 59. MOTIVATING YOUR TEAM LEARN.BOND. You are a startup. Not a multinational. It’s okay (and entirely feasible) to find out strengths and weaknesses on and off of work of your core team. Anticipating, supporting s&w of your teammates will allow them to build trust, and share your vision.
- 60. MOTIVATING YOUR TEAM MANAGE CONFLICT There will be disagreements, clash of authority and difficulty in decision making. You don’t have a Board of Investors to make one for you. Identify and clarify one thing most important to you very early. Trust your team, and don’t fight everything; it’s good to let go.
- 61. MOTIVATING YOUR TEAM MANAGE CONFLICT Keep a bargaining chip handy.
- 62. MOTIVATING YOUR TEAM REWARD Each member has is in it for a different reason. The revenue flow isn’t solid, so whether it’s for experience, for the thrills or dreams, they are there to meet their own goals. Understand what they are. Return Value the best way possible.
- 63. LET YOUR TEAM REACH THEIR OWN GOALS
- 64. MOTIVATING YOUR TEAM FLEXIBILITY Startups are all about change. Many of the leading companies in the world set out to make completely different products than they sell today. Teams can change too, be open and flexible on matters of preference. Show respect and gratitude when due.
- 66. GROW TOGETHER
- 68. Continuous Growth. If momentum is the most important thing for a startup, then growth is essential in driving it. Teams need to continuously grow in both Quantity and Quality WORKSHOPS . CONFERENCES . STARTUP BASHES AFFILIATIONS . CAMPAIGNS . COMPETITIONS . NETWORKING WEEKLY HANGOUTS