你适合创业型公司吗.

　　Working for a start-up is different from working for an established company. That&aposs why great start-up employees:在初创公司工作和在大公司工作完全不是一个概念。我们一起看看什么样的人适合在初创公司工作吧：

　　1. Don&apost look to the checkbook。

　　1.对金钱不执著

　　Capital-intensive ventures can require significant sums, but most businesses require little funding to get started. In fact, there&aposs often an inverse

　　relationship between the level of funding and the long-term success of a start-up. (It&aposs worth noting that the majority of the companies on the Inc. 5000 list were bootstrapped。)

　　资金密集型的公司也许需要一大笔钱，但大部分的小企业只要很少的资金就能创业了。实际上，资金多少和创业成功时期有着密不可分的关系。(实际上大部分的世界5000强企业都是一步一步慢慢做起来的。)

　　Great start-up employees don&apost care about office décor, or fully staffed support functions, or supply closets that somehow are always restocked. Their instinct is to work through problems instead of throwing money at them。

　　成功的初创公司员工对于办公室的装修或者全职员工的数量不太关注，甚至公司的仓库还常常处于需要补货状态。他们的内心是要战胜困难而绝非靠砸钱来解决困难。

　　2. Prer acting to thinking。

　　2.想得多不如做得多

　　A detailed plan is great, but stuff happens, and most entrepreneurs don&apost make it past the first three action items bore adapting to reality. (Ask any successful entrepreneur if his or her company in any way resembles their original business plan--I guarantee it doesn&apost。)

　　在应用于实际之前，很多企业家还没完成计划的前三项任务就会开始改变计划。(你去问问他们中的任何一个，现在的成功和最初的创业计划是不是一致--我打赌肯定不是)。

　　Great start-up employees spend a little time planning and a lot more time doing. If they&aposre unsure, they do something... then react appropriately. They know it&aposs easy to ponder and weigh and evaluate and assess a company out of business。

　　成功的初创公司员工花很少的时间去计划，更多的时候都是在干活。如果他们不确定某些事该不该做，那么就换种方式。他们知道在工作之外去衡量权衡评估以及估计一个公司要相对容易很多。

　　3. Only care about what the customer sees。

　　3.只在乎客户的需要

　　Some people leave their corporate position for a job at a start-up with the assumption the amenities should be equal. Of course that&aposs not how it works, since bootstrapped companies only spend money where it touches the customer. (If you run a law firm, your associates&apos offices rlect on your firm; if you run a restaurant, the customers shouldn&apost even know an office exists。)

　　很多人在放弃大公司的工作转投初创公司时，想当然地以为各方面的环境应该是相似的。其实不然，初创公司只在客户身上花钱(如果你开一家法律公司，那么律师的办公室就要能体现公司的文化;但如果你开的是饭馆，你就没有必要让顾客知道有办公室的存在)。

　　Great start-up employees instinctively understand you will only spend money when it makes a real difference to your customers. They know that success is not dined by amenities or fancy offices: Success is dined solely by revenue, by profits, and where employees are concerned, opportunities to grow with your business。

　　好的初创公司员工天生就知道要把钱花在能让顾客感到不一样的地方。他们知道成功并不取决于舒适的环境或者豪华的办公室：成功仅仅取决于收入，利润以及与员工所关心的公司共同成长的机会。

　　4. Hunt what they can kill。

　　4.对症下药

　　Almost every entrepreneur dreams of finding that one enabling customer--and so do start-up salespeople。

　　几乎每个企业家都梦想能找到一个大金主，初创公司的销售人员也都有这种想法。

　　Unfortunately, enabling customers are tough to land. Great start-up employees spend a little time trying to land that big fish and a lot of time casting their lines where they have a reasonable chance of landing lots of smaller fish。

　　但是，大金主并不好找。成功的初创公司员工花很少的时间去钓大鱼，而花更多时间去准备钓钩去钓到更多的小鱼。

　　And they know that later they can leverage their customer base--and what they&aposve learned about your customers and your competition--to catch ever-larger fish。

　　然后，他们就能建立起自己的客户群，并且通过了解客户和竞争而钓到更大的鱼。

　　5. Understand that a living is earned, not given。

　　5.钱是赚来的不是施与的

　　No matter how hard you work, no one has to buy what you sell. "Fair" applies to how you deal with customers, suppliers, vendors, etc. Fairness in no way applies to whether you deserve success or failure。

　　无论你多努力工作，没有人必须去买你的产品。“公平”只适用于如何面对顾客、供应商、卖家等等。公平绝不会被用来权衡你究竟应该成功还是失败。

　　The same is true for employees: Pay is based on performance, not title or tenure or, "I have a family to feed." Great start-up employees work to earn their pay, not keep their job。

　　对雇员来说也是如此：薪酬取决于表现，与你的头衔、任期或者是否要养家无关。优秀的初创公司员工会努力去赚钱而不仅仅是保住工作而已。

　　6. Don&apost drift into tasks that don&apost generate revenue。

　　6.不要在无法产生利润的任务上浪费时间

　　Early on, every employee should generate some amount of revenue. (No start-up can afford employees that generate no revenue。)创业初期，每一个员工都要能生产利润(没有一个初创公司可以养活无法带来效益的员工)。

　　Great start-up employees focus on activities that, as directly as possible, generate revenue--or if they can&apost generate revenue, on keeping costs as low as possible. They know that money is the lifeblood of your business--so if a task doesn&apost pay, they put it away。好的初创公司员工会把注意力放在最直接能带来效益的活动上。如果不能带来效益，那么就尽可能地缩减开支。他们知道，金钱是企业的命脉，如果任务不赚钱，那么就放一边去。