Get All Access for $5/mo

Founder's Letter to His Employees: Putting in 8 Hrs vs Working in an Entrepreneurial Environment An entrepreneurial thinker will take on projects and submit solutions

By Venky Rajendran

Opinions expressed by Entrepreneur contributors are their own.

You're reading Entrepreneur India, an international franchise of Entrepreneur Media.

Shutterstock.com

Venky Rajendran is the co-founder/CEO for SellerGro. This is an email he sent to new joinees of his team coming from large corporate environments to help them understand what it takes to work in an entrepreneurial environment.

Dear New Joinees,

Something has been on my mind recently regarding what it takes to work in an entrepreneurial venture vs a traditional large company. All of us come from different organizations and I understand sometimes it is hard to understand the work culture in our office. An entrepreneurial environment includes startups, small businesses, Large companies like Google, 3M etc. and of course SellerGro.

These are some attributes I can think of to get in to an "Entrepreneurial' Cultural Fit.

Customer Driven:

One company I know of leaves an empty chair in all meetings. This is for the customer. This is to ask themselves what is the benefit of what they are doing for the customer. Entrepreneurial co want everything they do to be customer driven. Corp guys may do things often to benefit their dept or team or themselves.

Showstoppers on the way:

Entrepreneurial guys recognize every userstory/task would lead to an unexpected problem on the way. A traditional dinosaur company employee communicates the problem to the manager at the end of the day in an email and leaves for the day. An entrepreneurial guy identifies the problem early in the morning, thinks of solutions, either solves it or shows his manager how to solve it and gets feedback.

No Time Sheets:

A traditional company employee will show the user stories/tasks/hours he spent time at the end of the week. An entrepreneurial employee will show how many stories he accomplished and moved to production with zero priority defects. A startup guy instinctively knows that the team benefited because of him that week. Just like any game, a team player how much he scored at the end of the game towards the team's success?

Solution vs Meetings:

An entrepreneurial thinker will take on projects and submit solutions. A corporate guy replies with a lot more questions, meetings and documents which just summarize discussions and findings without a real solution/recommendation.

Collaborative

An entrepreneurial guy walks over & talks to his colleagues, friends and people who know different bits of the answer and creates a final solution. A corporate guy calls for meetings after meetings to serve management requirements.

Delivery Vs Demo:

A corporate guy works based on things he knows & comes up with a mgmt demo which can't serve real customer needs. The Startup guy develop solutions that can be deployed in production (may not be perfect but may still serve customers).

Share Knowledge:

A startup guy continuously learns and educates his team. A traditional corp guy sometime learns a technology & keeps it a secret from his colleagues as job security.

Master of all trades:

An entrepreneurial guy learns all related skills(design, html, development, testing, deployment etc) in the company to certain extent. He jumps in to help when there is a related problem. A corporate guy doesn't know or care to learn skills outside his job function.

Adding Value:

A corporate guy works to earn his salary. An entrepreneurial guy works to add value to his team & to earn a salary based on the value he adds.

Self-Driven:

A corporate guy works for the company, an entrepreneurial guys works for himself, his respect, his dignity & to feel good at the end of the day about himself. As a result of this, an entrepreneurial guy is self motivated and driven by passion works the same, whether his manager is around or not. A corporate guy work output varies based on his manager's presence that day.

Pretty much all CEOs of successful Growth phase companies I know of are entrepreneurial. If you are an entrepreneurial guy success can't be denied to you even in an corp. A right manager will recognize you and take you along. Since SellerGro is an entrepreneurial startup, we love entrepreneurial guys.

Warm Regards,

Venky Rajendran

Venky Rajendran

Co-founder & CEO, SellerGro.com

Venky Rajendran is the co-founder & CEO/CTO of Chennai based startup, SellerGro, which uses market intelligence & analytics to increase the profits of global online retailers. He is a graduate of Kellog School of Management at Northwestern University. He has co-founded startups in US and India
Business Ideas

63 Small Business Ideas to Start in 2024

We put together a list of the best, most profitable small business ideas for entrepreneurs to pursue in 2024.

Science & Technology

No More ChatGPT? Here's Why Small Language Models Are Stealing the AI Spotlight

Entrepreneurs can leverage this growing tech to create innovative, efficient and targeted AI solutions.

News and Trends

GigaML Raises $3.6M To Help Enterprises Build LLMs As Powerful As GPT4

The funding round was led by Nexus Venture Partners, with participation from Y Combinator and Liquid 2 Venture, 8vdx and Prominent angels like Garry Tan (President and CEO YCombinator).

Technology

Budget 2024: Cybersecurity Leaders Anticipate Robust Measures and More Funds

In its interim budget (2024-25), the government increased its cybersecurity allocation from INR 400 crore (2023-2024) to INR 750 crore. However, industry leaders are anticipating more towards cybersecurity in the face of new technological developments and cyber threats

Growing a Business

The Top 5 AI Tools That Can Revolutionize Your Workflow and Boost Productivity

Discover the top 5 AI tools for marketing and content creation that every marketer needs to know.

Growing a Business

We're Great at Wishing and Bad at Making Choices — How Obscure Goals and Narrow Targets Derail Our Success

When we're trying to reach a goal, we lose sight of the fact that we need to make tradeoffs. Goals aren't as simple as a proclamation — they are part of a bigger strategy.