Who Should You Avoid Hiring at This Stage?

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The first hires in your startup aren’t going to be specialists. There is no Senior Vice President of Strategic Analysis and Future Planning. If your company has ten people, a single hire is ten percent of your company. You can’t afford specialists at this stage.

My suggestion? Hire generalists instead. Find the people who can wear multiple hats—because they will likely have to get comfortable with those hats before you start scaling.

In the early days, your hires should probably fall into one of two categories:

Someone who builds the product, whatever that product might look like.
Someone who sells the product, whatever that strategy might be.
The hardest part of executing this basic strategy? The idea might go against your instincts. It sounds too simple. You’ll tell yourself that the best hires have to be more complicated than that—but no. You’ll probably make better hires the simpler your process is.

In your startup’s earliest days, you need generalists. You portugal telegram data need flexible, adaptable, multi-skilled people who can handle the uphill climb every startup faces. Hire people who can thrive in chaos.

After all, your initial business ideas might not resonate with your ideal customers. You may have to pivot, adapt, and change several times until you even come close to achieving product-market fit.

At the earliest stages, before you know what you’re doing and what you’re all about, your hires need to reflect this ability to roll with the punches.