The word “team” is often used lightly in the business world. It’s repeated so much that sometimes it loses weight. But there’s something business books don’t tell you: there is no true success if it isn’t shared. And forming a team isn’t simply gathering people who know how to do something, but building an alignment of common dreams, values, and yes, also differences.
When I founded Mederi KOI, I was full of energy. I gathered some high school friends, all with diverse talents. We had the vision, the passion, and at least on paper, what was needed to achieve something great. But I soon discovered that a team does not hold itself up on the initial excitement alone.
With time—and not much time, to be honest—they began to leave little by little. Some realized it wasn’t what they wanted, others felt frustrated by the lack of structure or immediate results. It was devastating. Not only for the project, but for the feeling of being alone again, of having built an idea on sand. That experience taught me that talent isn’t everything. That it’s not enough to gather smart people. What matters is aligning values, knowing how to listen, and having a shared purpose that’s bigger than egos. It was then that Sebastián Mejía appeared.
After I founded my company, I decided to find someone eager to learn and with passion. That’s when I found my partner Sebastián via LinkedIn. Sebastián is a brilliant guy. Unlike other founders who met in university settings or common areas, I met him on LinkedIn. And something I loved about him was his humility to learn and his intelligence. I invited him to join the company, and from the very first moment he contributed—through his presence—far more than he can imagine. Sebastián didn’t come to make a name for himself; he came to build. Like very few, Sebastián—and I—thought about long-term results. So I didn’t hesitate to restructure the company, making him my partner in the project that had been born from my heart but that we both adopted as parents.
Together, we began to redesign everything. We created protocols, organized priorities, and—above all—defined what type of company we wanted to be. For us, diversity wasn’t just a matter of gender or culture, but of thought. We set out to create an environment where difference wasn’t a threat, but a competitive advantage.
Today I still believe that diversity in a team isn’t just desirable, but indispensable. It’s diversity that prevents a project from stagnating. That allows unexpected ideas to emerge. That fosters healthy conflict. That makes one notice what another misses. And of course, none of that works without respect. Without the generosity to concede, to share credit, to build together. Because success, when achieved, is infinitely more valuable when you celebrate it surrounded by people who grew with you, who fell with you, and who decided to stay and lift you up.
I’ve learned that there’s no worthwhile company if it’s not sustained by a strong team. And there’s no strong team if everyone plays solo.
“Success not shared is failure”.
— RENE DE PAZ
Founding a company is like building a house without plans. You have an idea of what you want, but everything depends on the people you build it with. I learned it the hard way. In my first attempt, I formed a team quickly, thinking more about the excitement of the moment than the sustainability of the bond. That’s why the team fell apart. Not for lack of talent, but because we weren’t truly connected.
That experience marked me forever. Since then, I understood that forming a team isn’t hiring people to follow you, but surrounding yourself with people who dare to think with you—even to contradict you when necessary. Here are some things I learned:
Don’t hire out of urgency; hire for purpose
When you’re starting, the instinct is to fill gaps quickly: someone who knows design, someone to do marketing, someone to code. But if those people don’t understand (or don’t care about) what you’re building, they’ll leave when the bumps come.
Look for people who connect with the vision, not just the role.
Chemistry matters more than a résumé
A CV can impress, but working with someone is living with their attitude. Ask yourself: Do I want to weather a crisis alongside this person? Can they solve problems calmly? Do they communicate well? Character, empathy, and adaptability weigh more than an MBA from Harvard if you’re in the early stage.
Diversity isn’t a luxury; it’s a strategy
Don’t form a team of clones. Surround yourself with people who think differently, who come from other contexts. That’s why I love having people from different countries, languages, and cultures on my team.
Fresh ideas are born from contrasts.
Care for your team like you care for your product
When people feel they’re just another piece, they disconnect. Let them know that their work matters—because it truly does—that their voice counts. Thank out loud, listen in silence, recognize in private and in public.
A motivated team isn’t bought with a salary; it’s earned with respect.
Be the kind of leader who guides
Don’t impose— inspire. Don’t control— guide. The team needs a lighthouse, not a dictator. In tough moments, people don’t follow the smartest; they follow the most consistent, the one who shows up. Without a team, there is no leader; therefore, the leader’s importance diminishes.
“A leader wouldn’t be one without the people who follow.”
— RENE DE PAZ
If someone leaves, learn. Don’t take it personally
There will be people who leave. Thank them for their time. Ask why. Improve.
Sometimes changes hurt, but they open space for something better. My team dissolved, and that prepared me for something stronger. A leader also knows how to lose without losing themselves.
In the end, the team isn’t a department; it’s the company itself. Without them, there are no possible dreams. Take care of them. Listen to them. Build with them not just a company, but a culture.
How to align the team?
I never had a mentor explain this to me, and I believe it’s indispensable for anyone creating a team. When a team is aligned, all members of an organization share a common understanding and commitment to their objectives. This unity isn’t about conformity, but about ensuring that each member’s actions and decisions are coherently aligned with the company’s broader goals. In essence, team alignment means that everyone—from entry-level employees to senior management—is clear about the company’s strategy, understands their individual roles within that strategy, and is motivated to work together to achieve it.
True alignment goes beyond the superficial level of having everyone “on the same page.” It delves into aligning the deeper aspects of work, such as values, the company vision, and long-term goals. When each team member understands not only their individual goals but also how those goals contribute to the company’s objectives, you have an aligned team.
The benefits of having an aligned team include increased productivity, higher satisfaction, improved decision-making, and—above all—long-term success. But beyond these clear benefits, leaders must also recognize misalignment when it occurs. If left unchecked, signs of a misaligned team can quickly lead to inefficiency and discord.
Some indications of a misaligned team are:
- Breakdown in communication: Watch for cautious or unclear communication. It impedes a shared understanding of the company’s overall objectives.
- Decreased employee engagement: If team members become disinterested and less proactive, it’s time to find ways to improve engagement.
- Conflict-ridden decision-making: Decision-making becomes much harder in a misaligned team and leads to confusion and conflict.
- Observable frustration among team members: When someone feels their work doesn’t contribute to the company’s success, frustration and dissatisfaction can arise quickly.
- Lack of shared success: Does your team celebrate shared wins and recognize achievements? If not, they may not feel united by a common purpose.
Ways to foster team alignment
Creating team alignment involves clear communication, shared objectives, and strategic planning. Here are seven ways to build team alignment:
- Establish a clear vision and company goals: Ensure all team members understand the company’s long-term objectives and, more importantly, how their individual roles contribute to achieving them.
- Facilitate open communication: All team members should feel comfortable sharing ideas and feedback. It’s the only way to foster a collaborative environment for problem-solving and innovation.
- Define team objectives and key results: Team members must know what they’re working on and why it’s important. If you haven’t already, inform them about the company’s overall goals.
- Implement regular one-on-one and team meetings: One-on-ones are the best forum for team members to share pain points and decisions. Larger team meetings also help address issues in real time, maintaining alignment.
- Foster a shared corporate culture: Cultivate an environment where company values and culture are lived daily. It reinforces the sense that the team as a whole is working toward the same vision.
- Celebrate team achievements: Big or small, team accomplishments are important. Recognizing them builds a sense of shared success.
That said, in this post I’ve shared some of the tips and guidance I wish I’d received—especially at a company’s inception. If I had to give you a final message it would be this: The team you create is everything, but don’t feel pressured—just do the best you can, and I know you’ll do great.
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