Wednesday, September 10, 2014

Running Your Business Using Other People's Money Without Tears!


This week’s story from SuccessDigest is on how Micro, Small and Medium Enterprises [MSMEs] can get funds to grow their businesses. We looked at it from the viewpoint of entrepreneurs in this category who have made use of funds from microfinance banks to grow their businesses successfully. As usual, it is an on-the-field business research story you can hardly get elsewhere. We hope you learn from it.

Entrepreneurs And The Kind Of Businesses They Do
Mr. Ndubuisi Nwankwo says, “I run a clothing business. I do buying and selling. I equally import from China. I have been into the clothing business for about 15 years now”.

Mr. Afolami Ayodele, Director, Straight Service Network, says,   “I am an entrepreneur and I am into events packaging, advertising and catering services”.

Mr. Ifeanyi Angus, MD, Blessed Ifeanyi, is a dealer in all kinds of shoes and sandals for men and ladies.

Mr. Lawrence Ubani says, “I deal in general ladies wears. I have been into clothing business for about 14 years. Clothing business is a very lucrative business. “Everyone needs to wear one form of clothing or the other. People can go out without eating but no one can go out without wearing clothes.

“Everyone is free to do clothing business. You just have to be able to identify good stuffs because it is not everyone that knows what is good. Some people just wear clothes. If you are not fashion conscious, you won’t be able to know what to buy that would move in the market”.

Mr. Ifechukwu Agbazua says, “I buy and sell fairly used shoes”.

Mr. Nonso Chukwudozie says he is also a shoe dealer at Arena Shopping Mall, Oshodi.

Mr. Tunji Ola, Chief Executive officer Greenminds Media, Ibadan, says, “I am into Printing, Publishing and Media Consultancy”.

Start Up And Expansion Challenges
Nwankwo says, “The challenge is just that the market is highly competitive. So, when you get your goods and you have people who also got the same kind of clothes you have, if you intend selling with about N200, you would have to sell for about N100.

“So, once you see your customers, you have to give them reduction below what other people would give to them so that the person would keep patronizing you. Another challenge is that in a bid to keep your customers, you offer some customers credit facilities and then they start dodging you. When next they come to the market, they take another route to ensure they don’t pass in front of your shop. Until you run into them or you start disturbing them with calls, they won’t take you seriously. But there are some you also give credit and they would come and pay as promised”.

Ayodele says, “Our challenges range from shortage of: events materials; modern decoration tools and cooking items to meet the current demand”.

 Ubani says, “The only challenge is that sales is not as we expect it to be. People keep complaining that there is no money. Also, another challenge, especially when starting up is capital. To really make it in the clothing business, you need  a good capital base”.

Angus says, “The major challenge we have in this business is competition, you know we get these shoes from different importers/manufacturers; once you get a particular supply before you know it another design is out, and when you get to the market, you are getting something different or another manufacturer has come up with something else.

“So, the stock you took is still there, waiting for customers to come and now you are confronted with the necessity of purchasing another kind of stock which is what others are selling because it’s new, and you will be forced to go for it, because when your customers come, they are asking for that type of shoe or sandals.

“And because cash is not always available to turnaround in this type of competitive market, I get it hard at times.

“So, what I have done is just to make sure I don’t stock too much so that if there is a new brand I can quickly get it for my customers; because some of these shoes, once a customer comes to you once or twice and you don’t have what they expect, that may be the last time you will see them in your shop, because we sell to other retailers within and outside of Lagos who come to our shop to buy”.

How They Got Funding For Their Businesses
Ayodele says, “Business was not delivering and yielding expected income and growth, until I got to know Grooming Microfinance Bank where I sourced a loan of N3 million with my car as a major collateral at 14 percent interest rate”.

Nwankwo says, “I started getting money from micro finance banks about one year ago. I had a nasty experience with a micro finance bank which I would not like to mention.  I had heard several bad reports about that microfinance bank. I learnt that when you get money from that particular micro finance bank, you would never use it to do something meaningful.

People have always said when they give you money physically, they collect it spiritually. But, I didn’t really believe those stories so I went ahead to collect loan from them and seriously got my fingers burnt. I joined money with some other colleagues to buy goods and when our order came, we realized that we could not sell the goods, we all sold below cost price just to get the goods out of our hands.

“So, for a long time, I never patronized any other microfinance bank. But Onyx Microfinance Bank came to market their bank to us and after a while, I started banking with them. I didn’t have the intention of obtaining a loan from them. I was just banking for saving purposes and unexpected expenses. But along the line, I heard from a friend who said he got a loan from them and had good testimony about his business compared to the one we all had bad experiences about. He said that their money is okay.

“From Onyx Microfinance, I have collected money about three times. And the loan process wasn’t difficult at all. I collected N70,000. I paid back N85,000.  I was paying back N7,500 on a weekly basis”.

Ubani says, “I just took N50,000. Even though I wanted to collect more than that I was refused, because they said it was my first time”.

Agbazua says, “Based on the type of loan I opted for, it is something from N40, 000 to 80, 000, but it is strictly a function of your performance in the small amount you had taken in terms of payback that will determine what you are given”.
Chukwudozie says, “Obviously as I have earlier explained, I needed to get the business expanded and grow the more, so it was after I had started the business I applied for the loan. Well, before I was given the loan, I had to open a savings account with the bank, depositing like N30,000 or thereabout for a minimum period of three months.

A surety was as well requested for, who stood-in for me. A surety in my case could be my colleague in the market or someone also operating with the microfinance bank. Though, the surety is not paying, I am the one to service the account before I am given the loan. Eventually, I was given N100,000”.

Angus says, “There is this micro finance bank called Onyx Microfinance Bank, that I usually go to for loan every month, and the package I am able to service very well is the N60, 000 monthly loan, which I have to pay back by month end. It’s not that I can’t go beyond N60, 000 but because of the package I feel I can handle, the condition I can cope with based on the way the market is going that I go for it”. Ola says, “I have been banking with my microfinance bank for over five years.

In fact, I opened my account with the bank when it was still a Community Bank. Not long after, it upgraded into a Microfinance Bank. My first loan ever in the bank was about N40,000 and since then, I have taken well over a million naira in loans. Compulsory opening of an account with the said bank, collateral of equal sum or thereabout are requirements; and you also need someone who has transacted business with them, with a view to standing as guarantor should any uncalled for happen”.

Interest And Repayment Terms
Nwankwo says,
“If you were given N60, 000 for the space of three months you will be paying N9, 000 on that N60, 000”.

Chukwudozie says, “Mind you, I have a three week deadline and the repayment must be on or before the expiration of three months. Meanwhile, I have to pay some amount of money weekly. I was paying N7,500 every Friday for the spread of three months”.

Angus says, “Based on the package I choose, N2, 000 on every N60, 000 loan I take every month, and I don’t find it difficult to pay but it is not very conducive for the business because that kind of loan is a quick pay, a loan that has to be paid even before the month is over. My kind of loan falls under the “Daily Esusu” category - that means I must save N2, 000 everyday.

“For me to qualify for that N60, 000 I must have saved N22, 000 for 11days with the microfinance bank.  So on the 11th day I will collect the N60, 000; I will now complete the payment by end of month by paying N2, 000 everyday to the microfinance bank.

“The beauty of this kind of loan is that you don’t really need to bring your landed property documents as collateral, or your fathers’ birth certificate so to speak; all you need to do is to introduce another trader like yourself to the micro finance bank and let him/her be servicing it at will, then you qualify for the loan”.

Ola says, “I have accessed loans a couple of times. The least I got was N40,000 over five years ago and I have done projects of over two million naira that the microfinance bank assisted me with. The interest rate is between 23% and 27%. It’s quite on the high side but it’s better than not having funds at all to do business with”.

Did The Microfinance Bank Evaluate Their Worth Before Giving Them Money?
Ubani says, “Because this is a market and they were the ones that came to market to us, they already know where our shop is. All they require from us is a guarantor”.

How Did They Use The Funding Gotten To Grow Their Business?
Ayodele says, “To be candid, the fund was necessary at that time because my business needed expansion, growth and development. So, we quickly deployed the loan into most needed items and profit-return-oriented products to boost our business. After the purchase of the needed items for the growth and development of the business, other things must as well work out. So, it is still for the betterment of the business”.

Agbazua says, “It was becoming unbearable that I had to move to the Arena in Oshodi, Lagos State. It was obvious that I will need some kind of help to start again, so I went to one microfinance bank, that I won’t like to mention, but the condition they gave was too stringent and their interest rate was too high. I felt it won’t serve my purpose. Later on, I was introduced to Onyx Microfinance Bank.

“Their loan facility is easy to payback, and with less interest. Once you get money from them, they will be coming everyday to collect daily contributions until you pay off the money before or by end of that month. I used their money to expand my business. I have since repaid the loan and my business is stronger. I am already processing another loan”.

Chukwudozie says, “The fund, though, it may seem little has really helped my business to grow: I have been able to buy an expanded variety of shoes and consequently, I have profited tremendously in my business. Growth and expansion were my major targets, so I put the whole amount into the business to effect some changes and I do not regret it at all”.
Ola says, “Most of the funds went into execution of contracts and buying of machinery”.

Challenges They Faced Before They Got Funding
Ayodele says, “As regards challenges during the process of getting the loan, of course we faced some - the likes of compulsory opening of an account with the said bank; collateral of equal sum or thereabout; and you also need someone who has previously transacted business with them to stand as guarantor with an open cheque signed should the uncalled for happen. But as soon as you have met all the requirements, there wouldn't be further delay in granting you the loan”.

Agbazua says, “There were really no challenges, if you are willing to comply with their policy, rules and regulations regarding the loan you want to collect. It’s like saying, ‘I want to go to the river and fetch water, I must first be determined to trek the distance, knowing that the empty gallon I took with me will be filled up with water and that I must be willing to carry it home’. You can’t be challenged because they are here to help us”.

Chukwudozie says, “As I have earlier said, it is just that I needed to have different types of the product I sell in stock for customers' satisfaction, but because I was incapacitated due to insufficient funds before, I had to move to access the loan. Also, the challenges of paying back, even with interest cropped up, but I got through this by being focused on the business - not allowing any distractions along the line. I had to permanently be on standby; I got more serious and meticulous than before, in resuming at my shop, on spending priorities, among other things.

“However, I would say I didn't face any challenge getting the loan, as soon as I was due to apply and access the loan after three months, I got it without any stress”.

Ola says, “There was really no challenge whatsoever. I had to bank with them for over six months before I could access my first loan. I also had to fill the loan requisition forms; and I had a chat with the manager to convince him about the viability of my business”.

How They Knew About The Microfinance Bank That Gave Them Loan
Ayodele says, “I was introduced to the company by a friend who had transacted business with the organisation and confirmed their speedy response and affordable interest rate of 14 percent.

Meanwhile, before you seek a loan, you must have opened a savings account and ran it for a period of two months; and you will be paying into the account on an agreed day of the week - a particular amount on the spread of the loan for six months - but the more timely you are in paying the lower your interest rate”.

Agbazua says, “A friend introduced me to Onyx Microfinance Bank, and I approached them for loan which I got by just introducing another business colleague to start banking with them”.
Chukwudozie says, “I got to know about the organisation - Onxy Microfinance Bank through a friend, who was a colleague in the business world. He has, times without number, applied for loan in that same organization”.

How Do You Pay Back?
Ayodele says, “It is very simple and there are no stringent conditions, as I pay back weekly into my savings with them”.

Penalty For Not Paying Back On Time
Angus says, “If you fail to meet up with the payback time, for the package I am in, you will miss the opportunity to get that loan again. What you just displayed is your inability to do that business successfully. Another possible penalty is that, because you still need the money for business you will be considered; but you will only get N30, 000 instead of N60, 000, which signifies that you are not capable of paying N2, 000 everyday, which will now be reduced to N30, 000, amounting to N1, 000 everyday”.

How Much Their Business Is Worth Today
Ayodele says, “It might be somehow confidential, but what I know is that we are still waxing stronger in the business - by God’s grace, the business has grown and is still growing. All thanks to God for the privilege we had in getting the loan. I’m thankful that we were able to pay back as at when due which is very important; this also points to the fact that we have really grown since accessing the loan”.

Nwankwo says, “I won’t say I have expanded because I am still managing the same one shop. But the money helped me. I was able to buy more goods. And all the goods I used the money to buy, I was able to sell them”.

Ubani says, “The loan I took also helped my business at that particular time I took it because I needed it then”.

Angus says, “By the grace of God I will say yes, I am successful because like I said earlier, a business I started with less than N200, 000, six years after I started, I have gotten married with children; I have built my own house in my village – so that anytime I and my family go to the village we have a place of our own to stay in; I and my family live in a decent residence in Lagos.
Our bills are paid as at when due and the business is worth over N600, 000 now. I am bold to say this is the type of business I do because it is profiting me and God has been very faithful, making me a success in the business.

“You as a businessman, the more money you earn the more responsibility you carry, you spend both for your family and save, and do some other things that only money can do for you. I will say to the glory of God this business is worth N600, 000 now, minus other things I have achieved in the process of doing the business. Like getting married, building my own house in the village and so on”.

Agbazua says, “Yes, God has been helping me, I have long paid back the loan my mom took from her village women meeting, my younger brother is still doing this business in Akure. I have gotten married and I have been paying my bills and I thank God for all this. Apart from some other things I can mention here now, this business I started with N14, 000 almost 10 years ago, is worth more than N200, 000 now. I know God is taking me somewhere, if not for those challenges of shop demolition I would have gone far, but I still give all glory to God”.

Chukwudozie says, “The business has really grown resoundingly. The loan has borne fruit”.

Ola says, “The business has climbed up to about N5 million in worth”.

By SuccessDigest Extra.

Friday, September 5, 2014

5 Inspiring Success Stories You Won't Forget In A Hurry

 

Chris Zane of Zane’s Cycles

Chris Zane is in the experience business. Whether it's selling bikes in his Connecticut store or filling orders for corporate rewards programs, he knows a successful business is about more than just selling stuff. Zane, 46, got his start at age 12 fixing bikes in his parents' East Haven, Connecticut, garage. At 16, he convinced his parents to let him take over the lease of a bike shop going out of business, borrowing $23,000 from his grandfather—at 15 percent interest. His mother tended the store while he was at school in the mornings. In his first year, he racked up $56,000 in sales. This year, he expects to bring in $21 million.

Liane Weintraub and Shannan Swanson of Tasty Brand

With the current obsession with label-reading and organic ingredients, surely there must be dozens of organic baby food brands, right? That's what Los Angeles moms (and friends) Liane Weintraub and Shannan Swanson thought. But they were wrong. The pair started making organic purees for their own babies and couldn't believe how few options were available in stores. So Weintraub, 42, a local TV reporter, and Swanson, 38, a Cordon Bleu-trained chef and former cook at one of Wolfgang Puck's restaurants, got inspired to fill it. Today the brand is carried at Whole Foods, Fairway, Tops, and other chains. The company turned a profit four years after its founding, and it's on track for sales of $2.5 million this year.

George Vlagos of Oak Street Bootmakers

When George Vlagos was in middle school, his father, a cobbler, would have him come into his Chicago shop to shine shoes every Saturday. John Vlagos, a Greek immigrant, was hoping to show his son that working with your hands is difficult and that he should find a different profession. Well, it backfired. The jobs that made it possible for him to afford a pair of nice shoes ended up driving him back to the family craft when he realized how difficult it was to find a pair of quality shoes. He decided to design his own. Today, there is a six-week wait list for a pair. "It blows my mind that people are walking the streets in New York, in Chicago, in other countries, wearing something that I designed," says Vlagos.

Limor Fried of Adafruit Industries

Limor Fried, who earned her masters in electrical engineering and computer science at MIT, runs Adafruit industries, which sells do-it-yourself electronics kits. For every kit Adafruit sells, Fried posts design files, schematics for circuit boards, and any software code needed. She welcomes people to use the information, and sees it as a way to foster innovation. "People want to see the world become a better place through science and engineering," Fried says. "We're going to need the current and future generations to get inspired." Fried launched her company in 2005 with $10,000 that was supposed to go to her tuition. Any time she made a profit, she made a tuition payment. Today, the company ships between 150 to 200 orders a day, some of them worth thousands of dollars.

Kenny Lao and David Weber of Rickshaw Dumpling

Kenny Lao and David Weber met in 2002 when they were both students at NYU's Stern School of Business. They joined forces to enter the Rickshaw concept in a business plan competition in 2004. (They placed second behind a scrap-booking company that was never heard from again, as far as they know.) The partners opened their first store in 2005. Soon after, they opened a second, which quickly proved to be too ambitious. "It was a really dark time," Lao says. "It almost bankrupted us," Weber adds. After they closed that location, they decided to try a food truck—and the success was almost immediate. Their trucks produced the steady cash flow that made a second go at brick-and-mortar expansion possible. The business has grown to 70 employees, and the partners hope to double revenue this year.


Tuesday, September 2, 2014

How To Build Your Business Management Team:This Guide Will Reveal To You Exactly Where To Find Them And How To Hire Them.


In the early days of running your own business, it's natural to try to do as much as possible yourself. It's the most cost-effective, comfortable, sensible way to do things in the beginning. But as your enterprise grows, you'll find yourself stretched thinner and thinner. Eventually, you'll find you just can't continue to oversee operations and sales and accounting and fulfillment and marketing--and hope to continue to grow your business.

When you reach this point, it's time to think about bringing other high-level managers on board to help you out. You need to build a senior team that's able to manage all the critical areas of your business to take it to the next level.

Building your team demands matching jobs to people's strengths. That means giving people responsibilities according to skill level, not based on how close a friend they are, or how closely related they are to you, or whether you just like their sunny personality. That includes you as well--don't give yourself an impressive title and job unless you're right for the job. The fact is, many smart entrepreneurs hire their own boss when they realize their skills lie elsewhere in the company.

When it comes time to hire an executive team, you'll need to find people to fill the following roles:
  • Chief Executive Officer (CEO). The fact of the matter is, the CEO is the boss of everyone and is responsible for everything. They determine the company's strategy. They hire and build the senior team. They make the final call on how resources (read: money) get divvied up, and they're the one whose face appears on the cover of BusinessWeek--whether that's in front of a grand jury on ethics charges or in front of a 3,000-foot yacht, wildly successful, and richer than a Betty Crocker, triple-chocolate fudge cake.

    The CEO's skills must include strategic thinking, the ability to rise above the daily details and decide where the industry and business are headed. They must then be able to decide the company's best route for navigating the future market conditions. They have to be able to make good bets.

    The CEO's key skill, however, is in hiring and firing. The right management team can cover a CEO's shortcomings. A CEO may be able to set strategy, predict the future and control the budget, but if they don't hire the right team, they have to master it all themselves. So they need to be able to identify and hire the best, fire the ones who don't work out, and run the show in between.

    You know you need a professional CEO when you're mired in the details for way too long and can't pull yourself out. CEOs think about where the organization is going, the people and processes needed to get there, and how they'll work in the current market. If you like details rather than strategy, either shift your thinking or hire a CEO to do the job for you. 

    Chief Operating Officer (COO). A COO handles a company's complex operational details. Think about UPS moving three billion packages in the two weeks before Christmas: The company's COO insures the business can deliver day after day. He figures out just what needs to be measured so he can tell if things are going well. Then his team creates the systems to track the measurements and takes action when the company isn't delivering.

    In a one-location retail business, the store manager is effectively the COO. When you expand to multiple locations or when ensuring smooth operations becomes a big part of your business, it's time to hire someone who revels in measurements, operations and details. 

    President. No one knows just what a president does. I've asked dozens of executives, and everyone's answer is different. Some say a president oversees staff functions--human resources, finance and strategy--while the COO oversees daily operations. Others proclaim that the president is a synonym for COO, especially in smaller companies. Yet sometimes, the president fills gaps left by the COO and CEO. Or sometimes, the title goes to someone you want at the strategy table but who doesn't have an obvious C-level title. In any case, you should think long and hard about whether you need someone to fill this title, or if your company is fully covered with a CEO and COO.
      
    Chief Financial Officer (CFO). Plain and simple, your CFO handles the money. They create budgets and financing strategies. They figure out if it's better for your business to lease or buy. Then they build the control systems that monitor your company's financial health. The CFO is the "bad guy" who won't let you buy that really cool videoconferencing equipment and makes you pay down a commercial loan instead. While you mope about it in your office, the CFO will be busy figuring out which customers, business lines and products are profitable, so next year you can afford the really cool videoconferencing equipment.

    Believe me, you'll know when you need a CFO. Do you lie awake at night dreaming about numbers? No? Then you need to bring someone on board who does. You want a person whose dream birthday gift is a calculator and a blank book of ledger paper. Money is your business's blood, and in entrepreneurship, cash flow is everything. You don't know the difference between cash flow and profit? Run--don't walk--to the nearest phone and go find yourself a CFO. 

    Chief Marketing Officer (CMO). Recently, companies have been bringing in a marketing expert at the C-level rather than as just a vice president. The reason is simple: Many current business battles are battles of marketing, so corporate strategy often hinges on marketing strategy. The CMO owns the marketing strategy--and that often includes the sales strategy--and oversees its implementation. The CMO will know (or learn) your industry inside out and helps you position your product, differentiate it from your competitors' products, enlist distributors, and make sure customers learn to crave your product.

    If your business's success depends mainly on marketing, you need a CMO. That might be you--but only if you have time to keep up with competitors, oversee the marketing implementation, and still do the rest of your job--and do it well. Otherwise, you need to look for the person with the sunny disposition, Blackberry in hand, keeping up on what's hot and what's not.
      
    Chief Technology Officer (CTO). I'm a techie from way back, so I'm pretty opinionated about CTOs: Many of them just don't belong in the C-suite. A CTO should keep up with technology trends, integrate those trends into the company's strategy, and make sure the company keeps current when it's necessary. They should not be buying new toys and leading-edge technology just because it's the latest, greatest thing out there.

    You need a CTO if technology impacts your business or industry strategically. (If you're in tech yourself, or your industry relies heavily on technology, that means you.

    Here's a quick test to find out if your CTO can link technology and strategy: Ask your CTO how a company's chosen programming language choice affects strategy. If the answer sounds more sophisticated than "It makes it easier to find programmers," your CTO just might know how to think strategically.
Finding Your Team Members

Unfortunately, good executives don't grow on trees (and you wouldn't want to hire the ones that do). Since their decisions can make or break your business, you want the best. Newspapers, classified ads and internet bulletin boards are not the way to go. And mass-market ads will attract exactly that--the mass market, people who have no other job prospects. (A skillful, former executive rarely lists themselves in the same newspaper section as used backyard grills and heavy farm machinery.)

If you have the funds available, executive search firms are a good way to go. Although they charge through the nose to find candidates, they do due diligence and present you with pre-screened candidates, so when you're running around handling the emergency of the day, they can be a huge time-saver. They also monitor the pool of executive talent and can likely reach candidates you couldn't approach on your own. Search firms may specialize by industry, function, geography and level of job, so if you decide to hire one, make sure you know what you're getting.

Networking is a time-honored way to find new hires. Let your professional and personal networks know what kind of person you're looking for. Then get one-on-one introductions, and take the candidate to lunch to test the chemistry.

When networking, avoid specific "networking forums." Go straight for what you want. If you want a law firm CMO, spend a weekend at the Legal Sales and Service Organization's Raindance conference, which attracts senior marketing folk from law firms. Network, network, network--but make sure it's targeted.

Once you've got a potential candidate, how will you know for sure they can do the job? Executives have great impact--on employees, on systems, on profits--so it's worth your time to check them out thoroughly.

Call each of their references, and listen between the lines (with lawsuits today, recommendations always glow). A CFO may have embezzled from his last company, but the employer still says "They did a good job" (I swear--this is a true story). This grade inflation means you need to listen for less-than-glowing opinions. "Fred showed up and sat at his desk like a real trooper" is a sure sign that Fred enjoys taking every Wednesday off to go golfing with the boys.

Interviewing Tips

When it comes time to sit down with your potential C-suite candidate, there are a few things to know that will make your job a little easier:

Make sure your candidate really knows the job. If your CMO-to-be doesn't know the difference between marketing and sales or your CFO can't tell you the difference between LIFO and FIFO, pass 'em by. 

Interview for chemistry. Do you trust this candidate? Do you want to spend time with them? Believe me when I say, you don't want an abrasive team member, no matter how talented they may be. One COO I know, scared to make the hard decision, reorganized his entire company around a highly talented, incredibly obnoxious executive that everyone despised. The exec's talent got to shine--but everyone within 100 yards quietly subdued theirs.

Talk to people from your candidate's former company. Are the candidate's claims of divine brilliance reflected in what their former peers and subordinates have to say about them? Find out if they got the work done and also how they contributed to the company's culture. In a small business, cultural issues can be every bit as important as getting things done. 

Always hire really smart people. Here's a good guideline to follow: Every new hire should increase your company's average IQ. That means they should all be smarter than you. Get used to it.

Look for evidence of learning ability. Will your candidate repeat mistakes they've made in the past? Or will they learn from those errors and adapt that knowledge to your company? 

Use "behavior description interviewing" techniques. Don't ask about principles, knowledge or "what if" stories. Instead, ask your potential executive team member to share specific past events. Their stories will reveal their values, skills and abilities. For example, you might ask a CFO to describe a budget they set up and how they handled it when a manager exceeded their budget and asked for more.


One word of caution: Be wary of hiring friends or family members. They'll expect you to trust them and just assume they have a high skill level. What's worse, you may trust them and assume they have a high skill level without any evidence to the contrary until after you've hired them. And unless you take care to be very clear about the boundaries between friendship and work, you may find your friendship in ruins over workplace disagreements.

Making The Deal

Once you've found the executive you'd like to hire, you have to entice them to join your team. There are no standard rules for the best deal to offer them. Hourly workers may be thrilled to get cash, but executives aren't so easily satisfied. They often want stock options, exorbitant pay and an annual--or even quarterly--bonus. Since their job is to make the entire company succeed, use stock options and a bonus plan to link their income to the company's overall performance. Stock options should be aligned with long-term performance, while bonuses and profit sharing should be based on the past year's results.

Of course, not all executives crave stock. Ideally, you'd love someone capable who's happy with a challenging job and modest salary. And they're out there! Some well-qualified people care much more about family time, a fun culture, a challenging job, or being part of a world-changing effort. The more you understand each person's drivers, the more you can craft deals that satisfy them in ways that transcend mere dollars.

But no matter what you decide to offer, keep it simple. If your bonus formula requires a PhD in higher math to understand, it won't motivate anyone.

Delegating to Your New Executives

Once the new members of your team are on board, it's time for the truly hard part: trusting them. Your gut will fight you every step of the way. You'll assume your instructions are clear and misunderstandings are their fault. You'll assume when you disagree that you're right and they're wrong. But you'll sometimes be wrong.
The key to successful executive relationships is changing what your gut tells you.

Remember how you interviewed for trust? That's important because once you hire an executive team, you must let them take their responsibilities and run with them. That means agreeing with them about what their roles are, what deliverables they're responsible for and on what timeframe.

It's also worth deciding in advance how you'll handle disagreements. You hired this person assuming their judgment was better than yours. So when you disagree, if you did your job right, chances are that they're right and you're wrong. Discuss early on about how you'll make the call, so you get the most benefit from constructive conflict. Just remember: If you agree on everything, one of you is redundant.

Entrepreneurship is about going for the things that are much bigger than what you could do alone. Your job isn't to reach the goal; it's to build a team that will reach the goal. If you really want to reach your goals, you'll need to bring on others to help, and creating a good executive team means knowing what you need them to do, finding good candidates, and giving them what they need to do their jobs. If you choose well, they'll be successful and make you successful as well.