I’m a recent convert to the lean startup movement. But after four years of operating a small startup incubator at a private liberal arts college I’ve learned a lot about creating business models that work and who might become a successful entrepreneur. Continue
Most people agree that the two strongest human urges are survival and procreation, but there is very little consensus on the next most powerful. I believe it’s the need to succeed. Humans hate to fail — hate it more than almost anything else.
Have you ever been publicly criticized or mocked for something that you did?
Are you wondering how you can deal with this type of negativity when it happens on social media?
Your contribution to the success of employee advocacy in your organization is simple:
You have to believe in everything your program encompasses; and you must leave your people in no doubt that you believe.
Too often, any thought of changing a culture, never mind rebuilding it, seems like a Sisyphean task; the weight of the status quo ultimately rolls back and crushes such efforts.
I used to think corporate culture didn’t matter. Discussion of vision, mission and values was for people who couldn’t build product or sell it! We had work to do and this MBA BS was getting in the way!
Getting rid of managers may seem like just another tech trend, but much of the skepticism around going “bossless” or flat is due to misleading terminology. We don’t quite have a good vocabulary for it yet — no managers doesn’t mean no management, and flat structure doesn’t mean everyone has equal sway.
The terrible press for GM keeps coming. The New York Times reported this week that GM lied to grieving families about the reasons for their loved ones’ deaths and even aggressively threatened families should they sue the company.
Language is only the most obvious part of the global communication gap. Different cultures also have distinct approaches to communication during meetings, as described by British linguist Richard D. Lewis, whose best-selling book, “When Cultures Collide,” charts these as well as leadership styles and cultural identities.
Kat Cole started helping out early. Raised by a single mother of three who held three jobs to support the family, Cole entered the workforce as soon as it was legal. At 15, she started selling clothes at a mall. At 17, she added a second job at a restaurant—first as a hostess and then as a waitress.
As much as 90% of learning and development takes place on the job – which makes sense since continuous learning is a key strategy for a sustainable career. In fact, employees’ direct managers are often their most important developers. Help your team members flourish with these tips:
The average tech CEO works about 300 days a year, 14 hours a day. That’s 4,200 hours a year. The stats for most other tech leaders and startup employees aren’t too far off. It sounds like a lot of time, but for most, it’s not enough.
As the crisis in Ukraine spreads through Crimea—and possibly to Eastern Ukraine as well—it is not conventional measures of power we should be paying attention to. Commentators have expended a lot of ink and pixels on scale — the size of various armies and economies — but are still underplaying the importance of networked power. It’s these connections that really matter.
It’s the great challenge of leadership: how to inspire employees to bring their best selves to work and deliver consistent, stellar performance. It is accepted wisdom that happy employees are better performers. While there is much truth to this, it can lead to some common leadership mistakes.
An entrepreneur’s journey can be full of ups and downs. But by looking to the wisdom of others, you can get closer to what works and avoid what doesn’t.
Tim had been on the fast track. An Ivy League graduate, he had joined one of the premier consulting firms as an associate. He went on to take an MBA at INSEAD, graduating at the top of his class.
Being productive as an entrepreneur is no easy feat. We oftentimes don’t have people who tell us what needs to get done today and there are many obstacles that can get in the way of us getting things done.
People often ask me whether KPIs really help us improve. Can metrics make a tangible difference in our businesses or are they simply driving the wrong behaviours?
When you are driving a car, you get a steady stream of feedback from the road, from other drivers, from the dashboard gauges, and from the car itself.…