Here's how you can assemble a robust team for your social impact startup.

A company is made of persons. The selection of people and tests are not to diminish or difficult things but to find if the match is mutual. Otherwise a person does not fit his her own believes.

A social impact startup by definition is based on core values, starting with making a positive and meaningful difference in the world. It shouldn't be hard to built out your core values from there. What is hard is ensuring your team lives those core values over time, especially during hard times.

Often times businesses create Core Values just to say they have them. They're often not known, let alone utilized in any way. When was the last time you complimented a team member and then followed that by naming the Core Value that the behavior embodied? If it's been a while, you should try it. Others listening might be from a different department or division and may not be able to duplicate that specific behavior based on their role, but they will be able to think of other ways to demonstrate that Core Value. Others will soon want recognition as well.

You must go deep & start by identifying and defining your core values. These core values are not just a set of principles, but the heartbeat of your mission, the very essence that propels your vision forward. They serve as the guiding star for your company, providing direction and clarity in times of uncertainty. When you sit across team members, let these values be the centerpiece of your conversation. Speak with passion about what your company stands for & why it matters. Look for that spark of alignment in the eyes of your candidates, the moment when their personal beliefs resonate with your mission. This alignment is crucial because it transforms your team from a group of employees into a collective of driven, purpose-led individuals.

Most every startup requires a diverse set of skills, but diversity of backgrounds and perspectives a less obvious but equally important need for success. Plans will not always work out, unanticipated events will happen, and you will need to response. Have a diversity of perspectives will help you understand what's happening, your options, and the best course of action.

N?o só a diversidade de habilidades, a diversidade e inclus?o s?o cruciais para atrair e reter bons talentos, pois trazem uma ampla gama de perspectivas, experiências e habilidades que promovem a inova??o e a resolu??o eficaz de problemas. Empresas que valorizam esses princípios s?o mais atraentes para profissionais de alta qualidade, que procuram ambientes onde possam ser autênticos e suas contribui??es sejam valorizadas. Além de melhorar a tomada de decis?es e a capacidade de adapta??o, a diversidade e inclus?o fortalecem a reputa??o da organiza??o como empregadora de escolha, aumentando a lealdade e o compromisso dos funcionários.

Skills diversity makes sense in the right context. Plenty of diversity research (one of our core topics) shows that different teams / different topics benefit differently from different diversity levels. A lot of "different", right? Well, that's what diversity is. A blunt: "more skills diversity is ALWAYS good" can't work, because... Find the logical error :)

Think of your startup as a mosaic, where each piece—each individual—brings a unique shape, color, and perspective, creating a vibrant and effective whole. Skill diversity means actively seeking out individuals with a wide range of talents and backgrounds. Imagine the power of combining expertise in project management, social media, finance, technology, and community outreach. This mix of skills transforms your team into a dynamic force capable of tackling challenges from multiple angles and developing creative solutions.

En parte si, pero las habilidades o competencias de tu equipo deben conducir a su máximo desempe?o y consiguiente rendimiento y el hecho de que éstas sean diversas no es una garantía. Las empresas, la dirección de RR.HH o sus líderes deben definir adecuadamente los perfiles profesionales necesarios para cada departamento o proyecto, incluyendo tanto sus competencias técnicas, como las transversales a la organización para garantizar su adecuada integración y las específicas para el óptimo desempe?o de su rol, y estas se deben definir en función de los objetivos del puesto de trabajo, garantizando una mejora continua y no simplemente por su diversidad

First and foremost, select individuals who are not just highly skilled but also deeply committed to the cause of social impact. These leaders must embody the core values of your startup and serve as role models for the rest of the team. They should be able to inspire and guide their colleagues, creating an environment where accountability and passion thrive.

You can be the most skilled person but unqualified to lead. Having skills is just the basic, but insufficient qualification. You need to be startegic, a communicator, and ideally, a person who put the interests of your team, ahead of your own.

One key to assembling a robust team for your social impact startup is finding individuals who are not only skilled but also passionate about your mission—or as a founder, inspiring that passion in them. Seek diversity in backgrounds and perspectives to foster creativity and resilience. Most importantly, empower your team by providing clear goals and the autonomy to make decisions and lead projects. Allow them the space to make mistakes, encourage continuous learning, and create a culture of trust where everyone's voice is heard. This approach not only enhances innovation but also ensures that your team members are invested in the success and growth of your startup.

We use Extreme Ownership as part of our understanding that everyone on the team acts in a certain leadership role. Yes, ownership is a subset of leadership, but I would highly recommend to start working on ownership, on the (long) path to developing leadership skills.

El liderazgo en un contexto empresarial es mucho más amplio que guiar personas. Debe también desarrollar y compartir visión estratégica, planificar su consecución teniendo en cuenta los recursos disponibles, interiorizar la cultura empresarial, construir y tomar decisiones en situaciones de diferente naturaleza, entre otras muchas funciones. El líder no solo guía personas, sino también organizaciones y de forma coordinada hacia unos objetivos compartidos. Es la función más compleja y con mayor responsabilidad de cualquier organización

Part of leading a team is investing in their training and development. Training helps them do their job optimally, and development makes them more valuable. Development also shows you care about them, which should be true not just while they work for you.

I give access to my whole team to a 400 EUR / hour leadership coach. You might think this is crazy. WHY do I do this? Because it’s a main factor for success in our times: - You need the best talent. It’s HARD to get. AND harder to keep - More and more people covered their basic needs. You know Maslow: what happens at the top of the pyramid? Self-actualization. Personal growth Your organisation is part of a marketplace. And the more creativity and innovation you can bring to it, the higher your chances of impact and success. Creativity and innovation come from higher levels of human development. If you enable your people tapping into those higher levels, you unlock this potential

Totalmente de acuerdo. La competencia de aprendizaje continúo debe formar parte de la definición de cualquier perfil profesional en cualquier equipo, porque es imprescindible mantenerse activo mentalmente para generar nuevas ideas, mantenerse actualizado para adquirir y aplicar nuevos conocimientos que puedan hacer su desempe?o mas efectivo y en general, construir una organización más competitiva

Continuous Learning: Implement ongoing training programs to help team members develop new skills and stay updated with industry trends. Mentorship Programs: Pair less experienced team members with mentors to foster growth and knowledge sharing within the team.

Every company says they encourage open communication because of its obvious benefits, but very few actually do. For a company to have open communication, it must be designed into the organization and constantly supported. But it's worth it.

Open communication is one of our five core values: identified as common ground via the Barrett Values Assessment, not proclaimed over a beer. We've been looking into feedback really hard, especially when more people joined the team who did not know Open Communication from their previous cultures. One can (and does) write whole books about feedback. One key idea I'd like to share: - more often than not, around "feedback" people focus on the person giving feedback. And agonise around the question "how should we give feedback?" - while that's a fine question, we choose to emphasise receiving feedback. There's a saying along the lines of "you cannot cover the whole surface of the Earth in leather, but you can cover the soles of your feet"

Cierto, se deben implementar sistemas que permitan retroalimentación continuada por parte de todos los empleados, con aportaciones de ideas y posibles mejoras al tiempo que se implementen sistemas que permitan evaluarlas e implementarlas (si cabe) ágilmente, para que los empleados valoren y validen sus aportaciones viéndolas evaluadas o impmentadas

Open Communication: Create an environment where feedback is encouraged and valued. Regularly solicit input from team members on processes and projects. Constructive Feedback: Ensure that feedback is constructive and aimed at improvement. Recognize achievements as well as areas for development.

Fomente um ambiente de trabalho colaborativo onde todos os membros da equipe se sintam valorizados e incentivados a contribuir. Estabele?a práticas de comunica??o aberta, como reuni?es regulares de equipe e feedback contínuo, para garantir que todos estejam alinhados e informados sobre o progresso e os desafios da startup. Um ambiente de trabalho positivo e colaborativo aumenta a motiva??o, a produtividade e a inova??o dentro da equipe.