As the company that began with three people in a basement scales into the 30-plus person territory, we growing entrepreneurs begin to feel an innate need to implement traditional structures. The people we hire more often come from big company jobs where they expect policies, perks and handbooks. They don’t know the founders personally, and are not used to culture and trust as the bonds that hold workers together. But instead of giving in to the status quo, we entrepreneurs must resist and write the new rules for corporate success.
A few months into our work together, my co-founder, Michael, and I had to deal with an early employee that expected us to adopt many of the “rules” of a big company. He asked us to cover the cost of parking, wanted to select a different health care plan, and was concerned about his title. We hired the person because we thought he was strong, and we needed someone in the position quickly. But we were uneasy, and a few months in we asked him to leave.