Zenefits 创始人兼CEO 出局，COO接替新CEO ，超高融资酿下苦果Parker Conrad，作为2015 增长最快的独角兽之一的 Zenefits 创始人兼 CEO，正式从公司出局。
在 Parker 的掌舵下，Zenefits 的财政收入没能达到预期目标，而且正在接受美国监管部门的调查，可以说有点被公司扫地出门的感觉。接任的 CEO David Sacks 在向员工解释原 CEO 离职的内部邮件中表示，Conrad 是因为合规管理意识的缺乏而出局。
''实际情况是，公司内部的各种流程、控制和法律风险的规避都在执行力上有些问题，甚至有些决定是错误的。''
Zenefits 主要的产品是 HR 相关的各种云服务，大多数都是免费的，其主要收入的来源是面向其客户的保险业务。这就是问题的关键所在，他们让未经授权的销售人员非法成为保险代理人，销售医疗保险，这一举动就引来了监管机构的调查。
随之而来的便是 Zenefits 在 2015年 未能达到自己定下的 1 亿美金的营收，这个消息也是 Conrad 确认的。而 1 亿美金这个数字也是 Zenefits 在之前能够收到资本青睐的主要原因之一，上一轮他们获得了 5 亿美金的融资，估值达到 45 亿美金。
但在其营收没能达到预期的情况下，Zenefitsd 投资者之一的 Fidelity 在去年9月 对这家公司的估值仅为拿到融资时的一半。
''拿到授权''是新 CEO David Sacks 在内部邮件中提到的关键词之一，他强调之前的公司文化已经不太适应现在这家受到高度监管的公司了。这封内部邮件非常的直接的在职责 Conrad 的各种行为。
在成为公司 CEO 前，David 是 Zenefits 的 COO，同时也是一位投资人，经它手最明星的项目毫无疑问是 Paypal，这次公司高层的变动也让更多的投资人进入了董事会，包括鼎鼎有名的 Peter Thiel（Paypal 合伙人）。
原创文章，作者：Mihawk，如若转载，请注明出处：http://36kr.com/p/5043184.html
创始人
2016年02月10日
创始人
当公司人数突破 100 人后，创始人必须知道的 5 件事
编者按：本文是 Christine Tsia 在 Medium 上发表的一篇文章。Christine，Tsia 曾在谷歌和 YouTube 等知名公司工作过，后来她联合创办了非常著名的创业加速孵化器 500 Startups。在本篇文章里，她结合自己的实际经验，分享了当公司规模超过 100 人的时候，公司的创始人必须要注意的 5 件事。前不久，500 Startups 的全体公司成员在冬季度假旅游胜地 Puerto Vallarta 召开了公司年会。事实上，我们的团队成员分散在全世界的 20 多个国家，因此举办这样一个全公司的大 Party 是一件让人非常难忘的事情。
在年会的这几天里，我有很多意外的发现和收获。很多之前从没没见过面的同事彼此间相互沟通、加强了解，为相互间思想的碰撞和日后的工作配合创造了非常好的时机。大家还自行组织了很多的临时小组交流会，整个氛围非常活跃。通过这次年会，所有人都满载而归，大家都士气高涨、满怀激情地投入到接下来的工作中。他们再一次体会到了 500 Startups 的使命以及自己当初选择加入进来的初衷。
如今，500 Startups 已经发展成为团队规模超过 100 人的大公司了，公司成员遍布在全世界 20 多个不同的国家里，公司目前管理的投资基金规模已达到了 2 亿美金，总共投资了 1300 个项目。如过山车一样，这一路走来，500 Startups 经历了很多的起起落落，攀越过山峰，跨过低谷，也经历过痛苦，浑身的伤疤，但最终我们还是坚持走下来了。
在你的团队规模从 10 人扩至 20 人，从 20 人扩至 50 人，再从 50 人扩至 100 人甚至更多人的时候，作为公司的创始人，你的角色也将随之发生巨大的变化。有时候，你甚至忘了自己如今的团队规模有多么大，却依然按照当年公司只有 10 人的时候去做事。于是你接二连三地犯错，但却不知道问题出在了哪里，所以你不断问自己到底是 TM 怎么回事。
下面结合我自己的亲身体会，分享下当公司规模达到 100 人的时候，作为创始人的你应该注意些什么或做些什么。
（1）随着公司规模的扩大，坚持公司的价值观将愈加困难
价值观是一家公司存在的根本。文化是价值观的外在体现，具体表现在人们的日常行为习惯中。将文化注入到所有员工的日常的行为习惯中，这有助于帮你践行公司的价值观。下面是 500 startups 的价值观：
敢于冒险、保持谦卑：可以原谅错误，但不能畏首畏尾。
快速行动、敢于突破：快速迭代，迈向成功。
挑战自己、挑战他人：要 100%对彼此负责
保持多元化和包容性：多元化和包容性不仅是我们取得盈利的战略保障，也是一种道德要求。所以要拥抱多元化。
既要有趣、也要赚钱：赚钱是我们的职责和任务，但赚钱的同时也要享受快乐。
一旦你的公司的规模发展到一定阶段之后，要坚持这些价值观会变得越来越困难，而各种问题也往往会在这个时候出现。因此，一定要认真看待公司的价值观并确保时刻践行它，这一点至关重要。
在年会的过程中，我们分享了不同的团队成员是如何具体践行公司的各条价值观的，同时还会看看我们的哪些价值观践行的比较好，哪些价值观没有得到很好地践行。（我们是在年会之前就会对公司价值观的践行情况发了调查问卷进行调查）
要确保让公司文化落实到每个员工的日常工作中，可以采用的方法有很多，例如制定相关的规章制度，对践行得比较好的员工进行精神或物质上的奖励，等等。
（2）规章制度不会毁了你的公司，它是成就一家公司的必备条件
很多人可能对公司规章制度与流程之类的东西比较厌恶和反感，因为这很容易让人联想到传统大公司里的官僚主义作风和层级森严的组织架构。所以大家担心公司规章制度与流程之类的东西会阻碍创新，拖慢公司的发展脚步。
但是事实情况与大家所想的恰恰相反。为了确保公司保持足够的敏捷灵活度，为了确保团队能推动公司最终走向成功，规章制度是完全必要的。此外，公司规章制度还有助于在日常的工作中切实践行公司的价值观，让无形的价值观变成大家都看得见的行为习惯。
规章制度可以应用在任何工作中，如团队内部交流，团队开会、季度 OKR 考核、客服工作、数据统计分析、团队建设活动等。要花一定的时间和精力制定适合公司的制度流程和框架，这能够让每个员工都能各尽其职，并将各自的价值发挥到最大化。
在 500 Startups 团队内部，各个部门的经理每周都会和所有团队成员进行一次 1 对 1 的沟通交流，确保让每个人都能对彼此负责，同时做到互通信息，确保大家了解彼此的工作进展。此外，团队之间也会以电子邮件的形式彼此进行交流，每周、每月定期地分享各自的工作内容和进度。每当 500 Startups 又进驻一批新的成员时，我们都会举办一次新成员的欢迎晚宴，我们也会邀请之前的校友们和其它社群成员参加。此外，每半年我们都会举办一次全公司范围内集体度假，让大家有机会更好地了解彼此。
专业的运动员，他们的日常训练也不是随意而为的，为了能在比赛中取得好成绩，他们平时都制定了非常严格的训练计划，并严格按照计划进行训练，丝毫不敢懈怠。这个道理同样适用于公司的日常管理。
（3）学会授权
作为公司创始人，随着公司的发展，你的角色定位也要随之发生巨大的转变。你不能再像以前那样凡事都要亲力亲为了。学会授权可能是公司创始人最难做到的事情了。然而，只有做到对自己的团队授权，让大家在各自的工作角色中找到归属感、责任感和主人翁意识，这才能将团队成员的价值最大化。
要授权，这意味着作为创始人的你必须从日常讨论中抽离出来，放心地让团队成员自行讨论并决策，你不用再过多干预了。要相信在没有你的情况下，大家同样能够做出比较明智的决策。甚至有时候，他们的决策和你想的恰恰相反，这时你还是不能干涉他们，并要继续信任他们。作为公司创始人，要做到这一点其实并不容易。毕竟，自己去参与开发产品比整天审核公司枯燥的财务数据要有意思的多。
过度的微观管理或是对团队不授权会让你正在泡在各种事物中无法自拔，其实你的团队成员比你更擅长做你现在做的这些工作。不放手让他们去做，这会大家都没有归属感，也会削弱团队的士气。千万别成为这样的领导。
你之所以招大家进来，就要让大家做事的，而授权给大家则有助于大家更好地做好自己的本职工作。不到万不得已的情况下，不要轻易插手。
（4）公司内部的各种矛盾都需要你去化解
随着公司的发展，公司里的人往往会拉帮结派，这些帮派可能是按职能部门划分的，也可能是按年龄大小划分、所在办公室或是兴趣划分的。只要公司还在继续招人，这些帮派团体就会陆续出现。人与人之间相处，难免会出现相处不融洽的情况。
就我个人而言，我的很大一部分时间都用在了团队支持上，如每周和团队成员的 1 对 1 交流、回复大家提交的报告、回答大家的各种问题，同时给大家鼓励打气，解决大家内部矛盾等等。之前，你可能将大部分时间都花在了敲代码、修复 bug 上，现在团队规模大了之后，你的时间需要主要用在修复团队成员间的 “bug”（矛盾）了。这时你的工作将主要是和人打交道：招聘人、开除人、培养人。不要将这视为一个麻烦，要认真对待这些工作，让团队成员之间能相处融洽，同时确保每个成员都能快速成长，这对于公司的发展至关重要。
此外，在问题出现之前就能很好得加以预防要比问题出现之后再想办法解决要好得多。如果你总是等到问题出现之后再想办法解决，往往为时已晚。因此要多想办法避免出现此类问题，而这往往是需要完善的规章制度的帮助。防范问题于未然不仅可以让你的工作更轻松，也有助于打造一个更加和谐互助的团队。
（5）从各个角度去确保团队的多元化和包容性
当谈到多元化与包容性时，我们往往会将其和种族、宗教、性别、年龄等联系在一起。然而，对于不同的工作方式，我们也要对齐进行包容，让大家都以各自最舒服的方式工作，从而发挥出各自最大的价值。
举个例子吧，每个人的性格不一样，有的内向，有的外向。在那次年会回来之后，我听到有些人说 500 startups 的文化是一种外向型的文化。然而，这种到度假胜地召开年会的方式让内向的人会感到不舒服，因为他们不习惯站在 100 多人面前去分享、去演讲。后来我进行了自我反思，我们存在这样的外向型的文化倾向，没有照顾到比较内向的那部分员工，在这方面我们确实需要改善。在我们平日里的沟通交流里，往往也都是 “声音最大者赢”，这里所说的声音最大，其实就是那些喜欢说话、乐于表达的外向型的人，集体年会这类活动往往满足了外向性格的人们的需求，这却让那些不善表达的、性格内向的人在这样的环境中会非常不舒服。
因此，在鼓励大家勇于表达的同时，你同样要制定相应的规章制度照顾到内向的员工。和他们沟通可以多采用书面沟通的方式（如书面问卷、电子邮件或 Slack），也可以进行小规模的交流或是 1 对 1 的交流，通过这种方式也可以让内向的人也能够去比较舒服地分享和表达自己的观点和想法。而如果你没有考虑这部分人的需求，你就有可能面临着失去很多不善表达但真正优秀的内向型人才的巨大风险。
6 Things To Expect When Your Company Hits 100 People
Earlier this month, the entire 500 team was in Puerto Vallarta for our annual winter retreat. Given how dispersed we are, it’s an unforgettable experience to be with everyone from all around the world (more than 20 countries, to be specific).
I witnessed a lot of serendipity over the last few days where people would strike up conversations with a team member they hadn’t yet met in person, which would result in ideas and plans to collaborate post-retreat. Impromptu breakout sessions were formed, which were probably some of the most engaging sessions of the week.
Everyone returned home on a high, invigorated and motivated to do great things. They’re reminded of 500’s mission and why they joined in the first place.
Everything made me reflect on where 500 is at now — 100 team members strong, across more than 20 different countries around the world, over $200M under management, 1300 portfolio companies, lots of GIFs. The journey thus far has certainly been a roller coaster. High highs. Low lows. Severe growing pains. Tons of scars.
Your role as a founder changes dramatically once your team hits 10, 20, 50, 100, and so on. Sometimes you forget how big you’ve grown and continue to act as if you’re still 10 people.
You make mistake after mistake after mistake.
You suffer from a severe case of imposter syndrome.
You constantly wonder WTF you’re doing.
Below are my thoughts on what to expect as your company hits 100 people. YMMV, but one or more of these may cause you to nod your head in agreement — whether or not your company is 100 people strong. (Maybe you’re an early bloomer)
1. Upholding Values Is HARD.
Values are the foundation of a company. Culture is the manifestation of values IRL — the day to day actions and behavior. Adapt tactical cultural behavior that helps you execute on your values. (and don’t wait — this starts on Day 1) . For example, these are 500’s core values: (also discussed here)
Be Bold, Be Humble. Forgive mistakes, but not timidity.
Move Fast, Break Things. Iterate to success. Fast.
Challenge Yourselves and Others. Hold each other accountable 100% of the time.
Be Diverse, Be Diversified. Diversity and inclusion is our profit strategy & moral imperative. Embrace it.
Have Fun, Make Money. It’s our job to make money and GSD, but it’s also our job to have fun.
(It’s also worth noting our love of hashtags. These three encapsulate our values: #500STRONG, #500LOVE, and #HFGSD)
Once your company grows past a certain point, upholding values becomes more and more difficult. This is where companies get into trouble. Thus, it’s absolutely critical to take your company values seriously and practice it everyday.
In Mexico, we shared stories of different team members exemplifying each company value, as well as what values everyone felt we were doing well at and sucking at. (solicited via a company-wide survey prior to the retreat)
Codifying cultural behavior can range from explicit statements, formal policies (ex. declaring a conflict resolution policy), positive reinforcement in the form of rewards/praise, and what I discuss in the next bullet.
2. Rituals Will Make Or Break Your Company.
Many people are allergic to process and structure because it causes traumatic flashbacks of working at BigCo and suffering through bureaucracy for bureaucracy’s sake. (TPS Reports!) They fear that it will stifle creativity and slow them done.
But to the contrary, rituals are absolutely necessary to keeping a company nimble and setting your team up for success. Moreover, they will help you actually practice your values day-to-day and make them more tangible.
Rituals are applicable to anything and everything, be it team communication, meetings, quarterly OKRs, sales, customer engagement, data, team bonding events, etc. Investing in rituals, as well as solid infrastructure across the company, will do wonders for accountability and performance.
Within the 500 team, 15Five and weekly 1:1s are channels for managers and their direct reports to keep each other accountable and share feedback. Teams regularly communicate what they’re working on via emailing weekly meeting minutes or monthly summaries. Every accelerator batch kicks off with a welcome night where we invite 500 alumni and community, and it is always a fun evening. And for the last few years, we’ve done a pretty good job committing to bi-annual company retreats in January and June.
Professional athletes don’t play it by ear when it comes to practice and conditioning. They have insanely disciplined regimens and rituals which enable them to perform when it counts. The same applies to companies.
3. Let It Go.
As a founder, your role undergoes a dramatic transformation as the company grows beyond the founders. You’re no longer hands-on with things you were before. Letting go is oftentimes the hardest thing for founders to do. But it’s critical for your team to be empowered and feel ownership over their role in order to expect high performance from them.
This may mean removing yourself entirely from discussions or even offering your 2 cents unless explicitly asked. Become ruthless about delegating and trusting your team to make smart decisions. In fact, do it at the expense of your own recognition. This is often one of the toughest things for founders to do. After all, it’s much more fun to build product than to review your 2016 budget forecast, right?
Micromanaging or being unable to delegate means you’re too busy meddling in things your team is more than capable of handling, and you risk driving people away because they feel demoralized about never owning their work.
Don’t be that kind of leader.
Doing is how your team learns. The new approach and perspective of the team is why you hired them in the first place. Let them do their job. Only interject if you see something catastrophic with the idea.
4. High School Never Ends.
High school drama ends with high school, right?
Wrong.
As your company grows, cliques naturally form — whether it’s by function, office, age, hobbies, you name it. Birds of a feather flock together, and as long as your company’s hiring humans vs. bots to do work, it will be par for the course. Curiously, when humans interact, sometimes they don’t get along.
A big chunk of my time is spent on supporting our team through RITUALS like weekly 1:1s, responding to 15Five reports, answering questions, offering encouragement, and helping to resolve conflict. Riffing off of #3, you may be accustomed to fixing bugs in code. Now your time may be spent fixing ‘bugs’ within your team. Your role becomes a lot more about people — hiring, firing, and firing them UP and setting them up for success. But rather than perceiving this as a hassle, take it seriously. Your team matters.
Also, preventative medicine is more effective than reactive medicine. If you’ve waited until something manifests into a real problem to address it, you waited too long. Invest heavily in solutions (rituals!) that will prevent problems before they happen. It will make your life easier, and your team will be happier as a result.
5. Approach Diversity and Inclusion From All Angles.
We think about diversity and inclusion as it relates to race, ethnicity, gender, age, religion, etc. However, it’s also important to be inclusive to different working styles and find ways to bring out the best in everyone.
For example, introverts and extroverts. Post-retreat, I heard feedback from several people that 500 has quite the extroverted culture, and the retreat format presented challenges for introverts who weren’t comfortable standing up and talking in front of 100+ people. It was an unfortunate realization that a lot of how we operate day-to-day is “loudest voice wins” (ex. how meetings are run, how we evaluate investments, etc) which is hugely demotivating for the many talented people who aren’t vocal.
As much as you can encourage people to speak up, create rituals that also cater to the introverts. It could be in the form of written communication (ex. written surveys, email, Slack), intimate settings for feedback (1:1 or smaller groups), meeting agendas where each person is given the opportunity to share ideas or lead a topic, etc. Otherwise, you risk losing amazing talent.
6. Don’t Worry So Much About “Not Supposed To”.
A line from Chocolat, one of my all-time favorite movies. Naturally once your company is big, you may start to think “I can’t do that anymore, we’re no longer a small startup.” It’s not unlike how people feel pressure to act a certain way once they become a parent — almost as if they can’t be their true selves.
While you will need to change certain things about how you operate as the team grows (for example, if transparency is a core value, you may execute on that differently with a team of 10 vs a team of 100), it’s also an opportunity to break the mold.
Stay true to your values and all else will follow. Don’t do things just because it worked well for Google or Facebook. Do what’s right for your company.
本文编译自：medium.com，如若转载，请注明出处：http://36kr.com/p/5042966.html
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