Como você pode se manter motivado e resiliente ao liderar uma equipe de desenvolvimento de startups?

To stay motivated, one needs to understand the short term value creation and milestones that one crosses in each time Interval. These events of crossing milestones have to be celebrated to understand the value of staying resilient. Large goals should be in sight when crossing these smaller milestones.

While all above are good, even as they maybe too theoretical. And is needed for the founder, and may not always connect with team. What's simply needed is that battle cry, that the team can connect with. That thing u and your team are pushing thru to realise. The specific short term market or field outcome (a specific large customer or a specific win/recognition).

It's your purpose, your "why" – the problem you're solving, the value you're creating, the difference you're making in the world. This isn't some dusty mission statement hanging on a wall, it's the fire in your belly that keeps you going when things get tough. Think of it like climbing Mount Everest. Sure, the view is epic, but you need more than just a pretty peak to keep trudging through the blizzard. Your purpose is your compass, guiding you through dark nights and whiteouts. It reminds you why you started, and why you'll keep going even when your calves scream and your fingers turn into icicles. But purpose isn't just for self-motivation. It's your beacon, attracting the right people to your venture.

First of all, It’s a challenging environment to work in a startup. I have experienced this being one of founding engineers. I have seen team falling apart and gets more tricky when the founder/leader don’t have vision of the product/problem they are solving. To keep things moving and keeping your team motivated is an utmost important task of a leader/founder. To achieve this - Firstly, you need to pick the right members those fit in this ever changing nature of work in startup’s, right from leadership to developers. Second, you need to brainstorm the problems you are solving with the team, make sure they are given the space to own their tasks and keep them motivated if things go south. Team is everything here.

First of all, It’s a challenging environment to work in a startup. I have experienced this being one of founding engineers. I have seen team falling apart and gets more tricky when the founder/leader don’t have vision of the product/problem they are solving. To keep things moving and keeping your team motivated is an utmost important task of a leader/founder. To achieve this - Firstly, you need to pick the right members those fit in this ever changing nature of work in startup’s, right from leadership to developers. Second, you need to brainstorm the problems you are solving with the team, make sure they are given the space to own their tasks and keep them motivated if things go south. Team is everything here.

It’s easy to get mixed up with things in startup’s. Everyday is a new challenge. Looking at goals- First thing is to define the problem statement. Keep this highlighted on the white board in bold, reminding everyone on what the startup is solving. Second, break the problem into milestones that adds value to the problem, which is measurable and achievable. Last, create the task/sub tasks that are simple to understand and work upon. At any given point of time, team should be focused on implementing simpler tasks. If the product decides to add changes or revamp few, above methods gives the flexibility to move things around. In addition, this method gives the floor to measure the performance and delivery timelines.

It’s easy to get mixed up with things in startup’s. Everyday is a new challenge. Looking at goals- First thing is to define the problem statement. Keep this highlighted on the white board in bold, reminding everyone on what the startup is solving. Second, break the problem into milestones that adds value to the problem, which is measurable and achievable. Last, create the task/sub tasks that are simple to understand and work upon. At any given point of time, team should be focused on implementing simpler tasks. If the product decides to add changes or revamp few, above methods gives the flexibility to move things around. In addition, this method gives the floor to measure the performance and delivery timelines.

One of the important and fundamental nature of leader in startup is to “listen” to what market is saying, what team is saying, what investors are saying and … I strongly believe in evaluating the problem/feature at every interval. Set up the survey or workstations and hear what your consumers has to say. Brainstorm the technical/non - technical solutions/approaches with your peers and others. Take decisions based on the feedback and keep your team informed on the changes.

One of the important and fundamental nature of leader in startup is to “listen” to what market is saying, what team is saying, what investors are saying and … I strongly believe in evaluating the problem/feature at every interval. Set up the survey or workstations and hear what your consumers has to say. Brainstorm the technical/non - technical solutions/approaches with your peers and others. Take decisions based on the feedback and keep your team informed on the changes.

A. Find like-minded CEO's and enjoy frequent meetings to talk about life and your business. Their commeraderie will go a long way to support you during especially tough times. B.Only start a venture that engages the overlap of your SPP: 1. Strengths - what you are naturally good at and enjoy 2. Passion - what you frequently think of with elevated emotion 3. Purpose - your reason for being in a business beyond the initial hope of wealth creation. C. If relying on personal funds for startup capital - invest only what you can afford to lose. It makes for better sleep at night. D. Before you start out as CEO, consider taking an assessment to help identify your unique strengths and weaknesses in this anticipated role.