Why You Should Start a Business….No Bosses or Meetings in 2015

Why You Should Start a Business...No Bosses or Meetings in 2015
By Cristian Rennella

Start a New Business Venture

When we launch a new project, we are hardly focused on the organizational structure that will be formed in the future; first there is a long list of pressing challenges, from laying out a plan for obtaining new clients and sustained monthly growth to developing a strategy in order to create new avenues for investing.
Nevertheless, these first steps will be the foundation which will forever define our structure and more importantly, our work environment. The earlier we make these decisions, the better the results will be.
There are 3 key aspects that I would like to share, based on our experience over the past 8 years, setting forth the ultimate goal of explaining how anyone can implement them with success in their own project:

Venture out with no bosses

The first point consists of defining a work environment which does not depend on the need for project managers, in other words, there is no one who will make the decisions of “what” to do and “how” to do it for us. Each of the members of our business has absolute responsibility for all of their actions.
The goal here is to create a business in the age of participation, not one based on the industrial age. In this new work method, the new members that come on to our project will not need bosses that will lead them according to their assigned titles (Vice-president of payments, Manager of new business, etc.), but leaders that they will want to follow and help with their vision.
We, as founders, have the responsibility of finding the people that can do the work based on their technical skills and then delegate the work to them, while we get out of their way and give them the freedom to go forward.
There is no longer a need for a project manager that is constantly controlling each step, on the contrary, it is us that should make this shift in mentality and begin to measure not the number of hours spent sitting in a chair, but results achieved. At the end of the day, bosses define procedures, while leaders delegate responsibility and focus on results.
The greatest motivation that one can have is based on the ability to give them autonomy by delegating responsibility so that they can carry out their work, and more importantly, feel like the owners of what they do, what they are creating.
As the famous North American professor and writer Ordway Tead said: “The art of leadership is in making fewer decisions each day.”
The way to implement this first foundation with success is to put in place three pillars:
a) Proactive people: This boils down to hiring only those employees that do not need constant supervision. They should naturally carry out their work on their own. The best way to find programmers, for example, is by looking for individuals who contribute constantly to open source initiatives, without receiving any economic benefits.
b) Measure only by results: Learn as leaders to delegate and focus on the results achieved. We should not be involved in all the minor day-to-day details.
c) Take on new owners: In order for this way of working to have success, we do not set out to simply hire employees, but we should search for new owners of our project. The only way that someone will feel part of our vision is if we make them precisely owner and it is for this reason that “Vesting” exists in a company.

No more meetings

From my own personal point of view, this was the best decision that we made in our business venture MT, over 4 years ago.
In the industrial age, the idea was that the employees gave their time in exchange for money. But this has changed radically, and one must give their personnel their own time frame so that they can help generate even more earnings.
Unfortunately, an infinite amount of work hours are lost without purpose in millions of meetings each day around the world. As one can see in this article in The Economist, a manufacturing company was able to save the equivalent of 200 job positions just by reducing meetings to a maximum of 30 minutes and 7 people.
Historically, meetings were implemented in order to control the progress of the projects, but as we saw earlier, they are no longer necessary if there are no longer bosses in the organization.
Forming a culture where meetings are not a viable option opens new doors of efficiency for everyone. For example, in a technological business venture such as ours, a programmer needs a minimum of 4 hours of uninterrupted time in order to achieve their highest work production level. If in the middle of this period we force them to attend a meeting, we will destroy their productivity.
Something that we should understand is that in the current times, people should be paid for doing an excellent job and not just for simply coming to the office, answering emails, talking with workmates, complying with their fixed work hours and then leaving at the appointed time.
The true members that we should look to add to our team are those that seek to achieve goals in order to generate a sense of accomplishment and not just to earn a paycheck. The commitment to the vision and values that we have as a business should be the main reason why they want to work for us.

Work with no offices

Lastly, the two previous points led us to the possibility of doing our work from the place of our choice. As Matt Mullenweg, creator of WordPress, shared on various occasions: “The best office is not to have one.”
In the beginning, we did not have an office because we did not have the economic resources to have one. However, after 2 years we had the possibility and decided to build a beautiful and excellent office including all the amenities that one could wish for: from a playroom (ping pong, PlayStation, etc.) to our own chef. But, this only lasted for 10 months and we decided to go back to each person working from their home or the place of their choice.
The time and effort needed to travel to and from the office each day did not justify the change by any means. With the technology that exists today, it is not necessary that we all work in the same physical space.
This is also a competitive advantage that allows us to shine as the best when it comes to other work options (where one must commute to the office every day). Thus, we are able to take on the best candidates for working on our team.
As an extra point, we decided to work 4 days a week. In our mechanism optimized for working from home, with no bosses or meetings, we were able to attain an efficiency that allowed us to dedicate 50% more time to our family (not just Saturday and Sunday, but Friday as well).
If this change seems to be too significant, I can assure you with experimental, concrete data, that our level of productivity remained the same, with no variation in going from 5 to 4 work days per week (from 40 to 32 hours).
Our own point of view on this is that as one has less time to achieve the same results, they concentrate more and take more advantage of their time, eliminating any distractions (from reading the paper to checking out social media). In a study by Captivate Network, it is shown that 45% of employees have a habit of going to the doctor during work hours and that 52% frequently use work time to buy gifts and do home chores.
In conclusion, even though we may have thousands of priorities to determine for our business venture before our work environment, it is of utmost importance to do it as soon as possible. These will be the pillars that will help us build our small business venture into a large company.


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