Building strong teams in tech startups isn’t just about hiring skilled developers — it’s about fostering ownership, motivation and long-term commitment.
In my role as CTO of Blask and my experience leading teams through strategic growth and technical innovation, I’ve learned the importance of hiring the right people and managing them effectively. Management built on trust, autonomy and shared responsibility is the key to creating self-sufficient teams that drive companies forward.
Here’s how startups can apply this approach, from hiring the right people to keeping them engaged and motivated.
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Hiring for ownership, not just skills
Startups need to hire not only for technical competence but also for ownership. In the first months, a new hire needs to prove they can deliver results without constant guidance. What truly matters is initiative — the ability to solve problems independently, to take responsibility for tasks, and to push beyond just completing assignments.
In the hiring process, you must assess not only a candidate’s technical abilities but also their growth potential. If someone has been in the industry for several years without showing significant progression, that’s a red flag. The ideal startup employee is someone who thrives on taking ownership and who naturally aligns with the company’s culture and goals.
The best way to assess this? Hire with clear expectations and then observe. The probation period isn’t just for testing skills — it’s about evaluating how candidates handle responsibility when things get tough.
Terry Pratchett’s quote comes to mind: “If you want something done, give it to someone who’s busy!” Some employees will naturally take charge and get things done without being pushed. The challenge is hiring more of these people — those who take initiative and keep things moving forward without constant oversight.
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Awareness: aligning goals and expectations
Clarity is essential in a startup. Awareness means ensuring everyone understands not just what needs to be done, but why it’s important. When you’re moving quickly and juggling multiple tasks, it’s easy for the bigger picture to get lost. But when your team understands the vision, the objectives, and how their work fits into the overall strategy, they can execute with purpose.
As a startup, you need to constantly ask: does everyone on the team understand why the task at hand matters? If the answer is yes, you can focus on the “how.” But if there’s a gap in understanding, it’s time to take a step back and communicate more clearly.
Frank Herbert sums this up well in Dune: “During the establishment of an empire, they do not suffer from a lack of goals. Only when stability arrives do the goals fade, giving way to meaningless rituals.” This can happen in startups too — goals can become routine, and you lose sight of the original mission. Keep your goals dynamic and focused.
Regular check-ins, feedback loops, and transparent discussions are key to maintaining awareness. If a goal isn’t clear to everyone, you must be proactive in improving communication. And if only some people don’t understand, the issue may lie in how they’re engaging with the information — be prepared to address it.
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Professionalism: Fostering growth and creating opportunities
When I think about professionalism, I’m not just talking about technical competence — I’m talking about an attitude toward learning, adaptability, and a willingness to face challenges. Startups are full of unknowns, and you need professionals who can embrace change and find creative solutions to new problems.
But professionalism also means transparency. You need to be open about where things are working and where they aren’t. If a task is taking longer than expected, ask yourself: Is it due to a lack of knowledge, a complex problem, or insufficient resources? By identifying the root cause, you can provide the right support and prevent unnecessary delays in the future.
If productivity drops, it’s important to understand the underlying reasons. Sometimes, external factors — whether personal or environmental — can affect performance. When that happens, take the time to understand the situation and tailor your approach to support your team member in overcoming the challenge. This way, you can avoid resorting to drastic measures and find a solution that keeps everyone moving forward.
Another key aspect of professionalism is leading by example. If you expect your team to face challenges with resilience, you must model that behavior. In startups, some people will naturally step up, take charge, and keep things moving forward. Leverage this energy and build on it. Not everyone will be that proactive, and that’s okay. Your role as a leader is to guide the others to find their rhythm and contribute meaningfully.
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Protecting the team and maintaining stability
One of the most critical aspects of successful management is protecting your team from external pressures. A leader’s role includes shielding the team from unnecessary stress or conflicting demands, allowing them to focus on what truly matters. Whether it’s unrealistic expectations from other departments or external stakeholders, it’s important to maintain a stable, predictable environment where the team can perform at their best.
In practice, this means staying connected with your team. Don’t just be a voice from the top — be present and engaged. Work alongside your team, understand their challenges, and provide the support they need. This builds trust and makes it easier for your team to come to you with their concerns.
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Encouraging motivation through opportunity, not pressure
Intrinsic motivation is at the heart of what is referred to as “non-violent management,” which emphasizes understanding the needs and perspectives of all parties involved in a conflict. People want to do their best work when they feel they have the opportunity to grow and make an impact — not when they feel pressured or scared of failure. You’re not there to force your team to work; you’re there to create an environment that inspires them to succeed.
Startups are a breeding ground for motivated, driven individuals, but they also come with their own set of challenges. Healthy competition can encourage people to perform better, but it should never be about creating a toxic atmosphere. Always focus on supporting individuals and helping them rise to the occasion, rather than trying to force performance.
If someone isn’t performing, don’t immediately assume they aren’t capable. Ask yourself what support they need. Sometimes, external factors affect performance, and offering guidance or adjusting expectations can make a world of difference. If, after offering support, they still don’t improve, it may be time to reassess their fit with the team.
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At the end of the day, the success of a startup depends on its people. Create an environment where people are motivated by shared values, given opportunities to grow, and supported in their challenges. This approach will foster a culture of innovation and high performance, which is the bedrock of any successful startup.
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