你適合創(chuàng)業(yè)型公司嗎.

　　Working for a start-up is different from working for an established company. That&aposs why great start-up employees:在初創(chuàng)公司工作和在大公司工作完全不是一個(gè)概念。我們一起看看什么樣的人適合在初創(chuàng)公司工作吧：

　　1. Don&apost look to the checkbook。

　　1.對(duì)金錢不執(zhí)著

　　Capital-intensive ventures can require significant sums, but most businesses require little funding to get started. In fact, there&aposs often an inverse

　　relationship between the level of funding and the long-term success of a start-up. (It&aposs worth noting that the majority of the companies on the Inc. 5000 list were bootstrapped。)

　　資金密集型的公司也許需要一大筆錢，但大部分的小企業(yè)只要很少的資金就能創(chuàng)業(yè)了。實(shí)際上，資金多少和創(chuàng)業(yè)成功時(shí)期有著密不可分的關(guān)系。(實(shí)際上大部分的世界5000強(qiáng)企業(yè)都是一步一步慢慢做起來的。)

　　Great start-up employees don&apost care about office décor, or fully staffed support functions, or supply closets that somehow are always restocked. Their instinct is to work through problems instead of throwing money at them。

　　成功的初創(chuàng)公司員工對(duì)于辦公室的裝修或者全職員工的數(shù)量不太關(guān)注，甚至公司的倉庫還常常處于需要補(bǔ)貨狀態(tài)。他們的內(nèi)心是要戰(zhàn)勝困難而絕非靠砸錢來解決困難。

　　2. Prer acting to thinking。

　　2.想得多不如做得多

　　A detailed plan is great, but stuff happens, and most entrepreneurs don&apost make it past the first three action items bore adapting to reality. (Ask any successful entrepreneur if his or her company in any way resembles their original business plan--I guarantee it doesn&apost。)

　　在應(yīng)用于實(shí)際之前，很多企業(yè)家還沒完成計(jì)劃的前三項(xiàng)任務(wù)就會(huì)開始改變計(jì)劃。(你去問問他們中的任何一個(gè)，現(xiàn)在的成功和最初的創(chuàng)業(yè)計(jì)劃是不是一致--我打賭肯定不是)。

　　Great start-up employees spend a little time planning and a lot more time doing. If they&aposre unsure, they do something... then react appropriately. They know it&aposs easy to ponder and weigh and evaluate and assess a company out of business。

　　成功的初創(chuàng)公司員工花很少的時(shí)間去計(jì)劃，更多的時(shí)候都是在干活。如果他們不確定某些事該不該做，那么就換種方式。他們知道在工作之外去衡量權(quán)衡評(píng)估以及估計(jì)一個(gè)公司要相對(duì)容易很多。

　　3. Only care about what the customer sees。

　　3.只在乎客戶的需要

　　Some people leave their corporate position for a job at a start-up with the assumption the amenities should be equal. Of course that&aposs not how it works, since bootstrapped companies only spend money where it touches the customer. (If you run a law firm, your associates&apos offices rlect on your firm; if you run a restaurant, the customers shouldn&apost even know an office exists。)

　　很多人在放棄大公司的工作轉(zhuǎn)投初創(chuàng)公司時(shí)，想當(dāng)然地以為各方面的環(huán)境應(yīng)該是相似的。其實(shí)不然，初創(chuàng)公司只在客戶身上花錢(如果你開一家法律公司，那么律師的辦公室就要能體現(xiàn)公司的文化;但如果你開的是飯館，你就沒有必要讓顧客知道有辦公室的存在)。

　　Great start-up employees instinctively understand you will only spend money when it makes a real difference to your customers. They know that success is not dined by amenities or fancy offices: Success is dined solely by revenue, by profits, and where employees are concerned, opportunities to grow with your business。

　　好的初創(chuàng)公司員工天生就知道要把錢花在能讓顧客感到不一樣的地方。他們知道成功并不取決于舒適的環(huán)境或者豪華的辦公室：成功僅僅取決于收入，利潤以及與員工所關(guān)心的公司共同成長的機(jī)會(huì)。

　　4. Hunt what they can kill。

　　4.對(duì)癥下藥

　　Almost every entrepreneur dreams of finding that one enabling customer--and so do start-up salespeople。

　　幾乎每個(gè)企業(yè)家都?jí)粝肽苷业揭粋€(gè)大金主，初創(chuàng)公司的銷售人員也都有這種想法。

　　Unfortunately, enabling customers are tough to land. Great start-up employees spend a little time trying to land that big fish and a lot of time casting their lines where they have a reasonable chance of landing lots of smaller fish。

　　但是，大金主并不好找。成功的初創(chuàng)公司員工花很少的時(shí)間去釣大魚，而花更多時(shí)間去準(zhǔn)備釣鉤去釣到更多的小魚。

　　And they know that later they can leverage their customer base--and what they&aposve learned about your customers and your competition--to catch ever-larger fish。

　　然后，他們就能建立起自己的客戶群，并且通過了解客戶和競爭而釣到更大的魚。

　　5. Understand that a living is earned, not given。

　　5.錢是賺來的不是施與的

　　No matter how hard you work, no one has to buy what you sell. "Fair" applies to how you deal with customers, suppliers, vendors, etc. Fairness in no way applies to whether you deserve success or failure。

　　無論你多努力工作，沒有人必須去買你的產(chǎn)品。“公平”只適用于如何面對(duì)顧客、供應(yīng)商、賣家等等。公平絕不會(huì)被用來權(quán)衡你究竟應(yīng)該成功還是失敗。

　　The same is true for employees: Pay is based on performance, not title or tenure or, "I have a family to feed." Great start-up employees work to earn their pay, not keep their job。

　　對(duì)雇員來說也是如此：薪酬取決于表現(xiàn)，與你的頭銜、任期或者是否要養(yǎng)家無關(guān)。優(yōu)秀的初創(chuàng)公司員工會(huì)努力去賺錢而不僅僅是保住工作而已。

　　6. Don&apost drift into tasks that don&apost generate revenue。

　　6.不要在無法產(chǎn)生利潤的任務(wù)上浪費(fèi)時(shí)間

　　Early on, every employee should generate some amount of revenue. (No start-up can afford employees that generate no revenue。)創(chuàng)業(yè)初期，每一個(gè)員工都要能生產(chǎn)利潤(沒有一個(gè)初創(chuàng)公司可以養(yǎng)活無法帶來效益的員工)。

　　Great start-up employees focus on activities that, as directly as possible, generate revenue--or if they can&apost generate revenue, on keeping costs as low as possible. They know that money is the lifeblood of your business--so if a task doesn&apost pay, they put it away。好的初創(chuàng)公司員工會(huì)把注意力放在最直接能帶來效益的活動(dòng)上。如果不能帶來效益，那么就盡可能地縮減開支。他們知道，金錢是企業(yè)的命脈，如果任務(wù)不賺錢，那么就放一邊去。