|Filed Under:||Business & Finance / Venture Capital|
|Posts on Regator:||31|
|Posts / Week:||0.1|
|Archived Since:||January 21, 2010|
Ten questions to help you understand the "why" and "how" behind a person.
It's not just about growth.
Three resolutions that swim against the mass-connectivity tide.
It's time to get past the human tendency to avoid conflict-causing topics.
You're not just judging them; they're deciding whether to work for you.
Don't be afraid to cut back on your priorities, your people, and even your customers.
It takes guts to launch a business, and guts can be learned.
You want to start a business. So you need a plan, right? No. Not really. As part of the research for a book I’m co-authoring — Heart, Smarts, Guts, and Luck, due out in August from HBR Press — my colleagues and I interviewed and surveyed...Show More Summary
Around this time last year, I wrote about how we need to get back to allowing conversation to occur without texting, emailing, browsing, Tweeting, Facebooking, or doing whatever else zeros and ones can do these days on smart phones, iPads, notebooks, etc. Show More Summary
A basic prerequisite for business success is to know — really know — your customers. There’s a variety of traditional research methods aimed at better understanding customers: usage analysis, conjoint analysis, cluster analysis, roundtables, panels. Show More Summary
While researching our forthcoming book — Heart, Smarts, Guts, and Luck — my co-authors and I made a fascinating discovery: a surprising number of company founders and business-builders attribute much of their success to luck. AlmostShow More Summary
Consider two hypothetical restaurants: type one and type two. Restaurant type one: Imagine yourself wandering the streets of a new city. You could be on Ocean Drive in South Beach, or Piazza Navona in Rome. You’re thinking about dinner, and you come across a restaurant conveniently located on a busy stretch of street. Show More Summary
“Donner du temps au temps,” the late French President François Mitterrand used to say. “Give time for time.” The notion being that you need to make time in order to appreciate the ultimate gift we have been given: time on this earth....Show More Summary
Most businesses have a normal distribution of talent — a limited number, say top 10 percent, of high potential, rock star performers, a bottom decile of underperformers, and a thick middle of 80 percent of folks who get the day-to-day stuff done. Show More Summary
In the wake of his recent retirement, much has been written about Steve Job’s peerless leadership and how he transformed not just his company, Apple, but the way we interact and live with media and technology. However long Apple manages...Show More Summary
As we move into volatile times (again), business leaders more than ever need to maniacally focus on the few customers that matter most to them — and spend much less time on the rest. The customer may always be right, but not every customer is right for you. Show More Summary
To attract and retain great people, several things need to coalesce. From the extrinsic reward of a salary to the more nuanced (and more important) intrinsic reward of people feeling that they have a meaningful role, it requires thought and a proactive approach to keep talent once you’ve got it. Show More Summary
One of my greatest mentors was the late Jay Chiat of TBWA Chiat Day, an iconoclast in the field of advertising with a constant imagination for possibilities in business and life. Jay embodied the three traits of a “lucky attitude” that I described in my last post: humility, intellectual curiosity, and optimism. Show More Summary
My partner Mats Lederhausen, formerly worldwide head of strategy for McDonald’s, introduced me to “Strategy Trees.” The concept is, like most useful things, deceptively simple. It forces you to get at the heart of what you are trying to achieve. Show More Summary
Lately I have been spending a lot of time with some of our portfolio company CEOs talking about how to differentiate their products and services. How should they think about their value or selling proposition? How can they best measure...Show More Summary