Starting a business may be the most important career and financial decision you ever make, and many people are succeeding at it. Four out of five firms that started in 2016 survived into 2017, according to the U.S. Small Business Administration Office of Advocacy, and about half of all businesses make it through the first five years or longer.

The steps you take early in your business can have a big impact on your success. Many people feel overwhelmed on the first day, they don’t know where to begin. Fortunately, if you take things step by step, it’ll be easy to get off to a running start.

Here are five things to do on your first day in business.

1. Take time to plan.

Starting a business without a plan is like walking into a maze blindfolded: You won’t know what to do next. Sit down for a few minutes to write down how you will spend your time this week before you plunge ahead with projects. It will bring structure to your days, so you don’t feel lost.

You’ve probably already decided on the purpose of your business and given some thought to what major steps will be necessary to get to where you want to go.

Now it’s time to break down those big goals into manageable tasks that you can accomplish on your existing budget. Take 15 minutes to write down the single most important thing you need to accomplish this week to move yourself toward your biggest goals. Make a list of the three to six most important things you can do today to chip away at your larger goal for the week.

Let’s say your goal for the week is to win your first customer in a professional service business. You know from your experience in your industry that it will probably require both networking and building your online presence.

In this case, your list for Day One might look something like:

1. Update my LinkedIn profile with the name of my new business and relevant keywords.
2. Make list of contacts in my LinkedIn who might be able to give me advice on how to spread the word.
3. Send emailed or LinkedIn notes to 5 to 10 contacts let them know I’m in business and ask their advice for how best to spread the word.
4. Research inexpensive website providers so I can put up a website later in the week.  (Or research web developers, if you need an elaborate site).

You may not get through the whole list in one day, but even if you roll some things over until tomorrow, you’ll be surprised at what you can accomplish. This clear and comprehensive guide to starting your business the right way will help you to get your business off the ground.

2. Start telling world you’re in business.

The only way you’ll get customers is if other people know you’re in business. Word of mouth is the best form of marketing but that’ll come later, after you’ve built up a group of satisfied customers. The sooner you start bringing in money from the business, the healthier the business will be.

There are many ways to market your business. You’ll want to narrow your focus to the most effective methods that you can afford.

On the first day you’re in business, make a list of four or five ways you have seen successful businesses in your field market themselves and take the first step toward using what you think will be the most effective one on the list.

If you’re running a retail store, for instance, your methods might include:

1.     Advertising our grand opening in local publications
2.     Put up a website
3.     Build a presence on review sites like Yelp and TripAdvisor and
4.     Put up an Instagram page with pictures of our products.

Let’s say getting people to your grand opening is the most pressing item. Then your first step on Day One might be to check out the FAQs for advertisers on the local publications’ websites to find out how much advertising costs and how far in advance you have to place an add for it to run.

3. Set up your “back office.”

Many small business owners start a business because they want to follow their passion but you’ll only be able to do that on an ongoing basis if you’re somewhat organized.

Money is the lifeblood of any business. If you haven’t done so already, make sure you have the technology in place to get paid by your customers. If you’re running a retail store, for instance, you’ll need a point of sale system. If you are in professional services, you’ll need an invoicing software, such as Yooz, QuickBooks, FreshBooks and Xero, to choose from. Set aside some time on your first day to check them out. Often, you can do a free trial, so try before you commit and choose the one that is easiest for you to use. That way, if you have a great first week and bag a client, you’ll be well prepared to send an invoice when you complete that first project.

Many entrepreneurs like to form a legal entity, such as an LLC, and set up a business bank account early on to separate their business finances from their personal finances; others wait until they’ve been in a business for a few months. If you’ve not sure of the best approach for you, taking a few minutes to schedule a call with a local business attorney or small business accountant can save you hours of research.

4. Remind yourself why you’re qualified.

No matter what you sell, there are going to be some rejections. They can be hard to take, especially if you’ve never been on the front lines selling before.

To keep your confidence high, start a small notebook or computer file where you jot down a list of the experiences and qualities that allow you to bring something special to your customers.

For example, if you’re an accountant who’s just gone solo, your list might be:

1.     15 years in public accounting
2.     Deep subject-matter expertise in sales tax
3.     Continuing education every year
4.     Did stand-up comedy in college—clients find it fun to work with me
5.     Trusted member of the community. Have been coaching basketball for years
6.     Truly care about helping people.

Break out your list during tough moments. You’ll be surprised at how, by reminding yourself of what you bring to the table, you’ll be able to communicate that better to your customers—and get your business off to a strong start.

5. Reach out to a friend.

Running a business can feel a little isolating if you’re used to working in a big organization. You’ll feel less isolated as you win clients and start working with them but in the meantime, friends can be your life-support, cheering you on when your energy is flagging.

Send a quick note or text to a supportive friend to make plans for later in the week whether it’s for an early morning workout or a drink after work. It’s tempting to work all the time, but taking breaks from your laptop to recharge will make a real difference in your staying power.

If you’re afraid your friends will question your decision to start a business and discourage you, check out Meetup.com and find a gathering of entrepreneurs to attend. Even if your buddies don’t understand why you’d leave your job behind, fellow attendees at any entrepreneurial gathering will—and you’re bound to come away pumped up and ready to take on your next day in business.

What makes the difference between a successful startup and a failed venture? A quick round-up of statistics found that significant numbers of startups have trouble with funding, with 38 percent of startups failing to raise more capital after the first round. Those who self-fund face a steep learning curve in decision-making, such as how to compete in an industry, when to scale their business, and how to structure their organization. In this light, hiring employees for your startup is one of the most important decisions you can make.

In his book, The Employee Experience Advantage, Jacob Morgan did a careful review of several major organizations with support from Cisco and Lever. In this research, he focused on three considerations that impacted the people in an organization: cultural, technological, and physical. Of the 250 organizations he analyzed, only 6% were investing in all three areas and going all in for their people. Morgan writes:

Compared with the other companies I studied, those that invested most heavily in employee experience were included 28 times as often among Fast Company’s Most Innovative Companies, 11.5 times as often in Glassdoor’s Best Places to Work, 2.1 times as often in Forbes’s list of the World’s Most Innovative Companies, 4.4 times as often in LinkedIn’s list of North America’s Most In-Demand Employers, and twice as often in the American Customer Satisfaction Index…

… the experiential organizations had more than four times the average profit and more than two times the average revenue. They were also almost 25% smaller, which suggests higher levels of productivity and innovation.

At this point, you might think, “It’s great that big companies can use their resources on their people, but I’m still trying to hire employees for my startup with my own money.” But the question is which comes first: the people, or the money? Before you can focus on either, you need to make some important decisions about your startup.

Values, Culture, Alignment, and Growth

Before you begin hiring your startup’s first employees, you need to define four important aspects of your business:

Vision: What is your organization’s purpose (beyond making money for its founder)? To sustain long-term interest among employees and investors, the business doesn’t just need to stay solvent—it needs to stand for something.

Mission: What is your organization’s goal? How will you measure success? Is your mission to become the most recommended software program in your industry, or is it to make it to IPO status in three years?

Values: How does your organization want to realize its vision? Values aren’t just phrases on motivational posters with cute kittens hanging from tree branches—they’re foundational to the way you and your employees conduct business every day. Do you believe in a competitive or collaborative workplace? How would you describe the ideal relationship between managers and employees? How does the company make and talk about big decisions?

Culture: Company culture is the summation of how people within an organization interact with each other and work together. A workplace will have a stated culture (how the organization promotes or describes its culture) and an actual culture (how the experience actually plays out).

Your startup’s mission, vision, and values will all have an influence on your actual culture. In fact, while managing the stated culture is important, simply making a change in how you describe your culture won’t automatically change the actual culture.

One BambooHR employee gave an excellent example of a jarring disconnect between stated and actual culture: After presenting a new set of values to the company, the CEO of his previous company concluded the presentation by saying, “I hope you like our new values. It cost our PR firm $10,000 to put them together.” For some reason, this employee didn’t feel that his company fully believed in the values they presented.

Employees don’t join or stay with a business based on the business’s PR budget. Long-term employee engagement and success starts when employees’ values align with the business’s actual culture. Understanding the culture you want to create is the first step to hiring the best employees for your business, whether you’re making your first hires or promoting your starting lineup to managerial level and adding another level of employees.

How to Strengthen Recruiting with Diversity

There’s a local billboard for a DUI lawyer that reads: “If it happened to me, I’d call…me!” While this might be effective marketing, it’s not a great recruiting strategy. As you select your first employees, it’s important to make sure that you’re getting a diversity of experience and backgrounds rather than trying to duplicate your own experience and strengths.  

Learning to recruit for lasting results takes more than reading a single article. But there are a couple of strategies to consider before you start recruiting your first ten employees and to teach those first employees before they hire additional employees.

First, recognize the effects of personal bias on the interview process. A New York Times article by Jason Dana of Yale University highlighted research where college students were instructed to assess the performance and reliability of interview candidates. Some students were instructed to respond “yes” or “no” based on an unrelated factor (like the first letter of the question), while a control group gave genuine answers. At the end of the study, the interviewers reported that they “got to know” the inauthentic students better than those who gave genuine answers.

Just because someone seems confident in an interview doesn’t mean they have a reason to be. And while a personal connection is important among the founding members of a startup, it shouldn’t compensate for a lack of capability.

How can you counteract this effect? By creating a well-defined job description for each position in your organization. Instead of posting a job title with a generic description, think carefully about what the position really requires.

For the first few hires in a startup, this often involves both technical expertise and independent decision-making. There’s a difference in completing assignments under strong leadership and making executive decisions without guidance. This can be a new experience even for seasoned professionals.

Finally, it’s essential to understand and develop an effective compensation plan. When you’re feeling the growing pains of a startup, it can be tempting to use overcompensation as a strategy to ensure you’ll hire good employees for your small business. But getting people on board with your company is only the first step; without room to grow, both professionally and financially, your relationship with them won’t be a lasting one. . The same principle applies to future employees: Having accurate compensation research helps you ensure that employee salaries are in line with their contributions, leading to more satisfaction for both you and your employees.

It takes deep thought and care to plan out the present and future of your startup. But the more you put into this process, the better your job candidates can align their careers with your business’s mission, vision, and values. Alignment makes it more likely you’ll create a strong, effective company culture as you hire your startup’s first employees and scale your operations.

For more on the technical side of bringing on new employees, check out this BambooHR infographic on effective onboarding.

About the Author

Brian Anderson is an HR Copywriter with BambooHR, a full-service, cloud-based HR management software system. His work explores employee engagement, total rewards, and how core HRIS software connects with every aspect of HR. You can find more from Brian at https://www.bamboohr.com/blog.