Berkonomics

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Wow! Are your relationships important!

Berkonomics

Forming business relationships at the highest level As you follow these insights from ignition to liquidity event, you’ll detect a continuing theme, emphasizing the need for deep and wide relationships that the CEO and senior staff can call upon for advice and guidance. This is the time to elevate those insights to the level of highest value for the corporation, one that cannot be listed on a balance sheet nor included in an appraisal of corporate worth.

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Do you even need a business coach?

Berkonomics

Everyone, even seasoned CEO’s can use a good coach who knows how to bring out the best in a person, is knowledgeable about the business process, and who has an extended list of relationships to call upon to fill needs that become obvious in the coaching process. Business coaches come in all sizes and shapes. Entrepreneurs will have a relative willing to devote time, a school friend with business experience, professionals who charge for the service, investors with a reason to prom

Coach 156
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Stock options or more cash?

Berkonomics

What if employee candidates ask for the moon? In 1981, Herb Cohen wrote and published “ You Can Negotiate Anything ”, an excellent guide to great negotiating. I’ve read and reread the book a number of times and find myself using the techniques often in many areas of my life. One of his lessons remains clearly on my mind and is a variant of the old “You name the price and I’ll name the terms” challenge that works so well in negotiation.

Examples 156
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Be careful about equity and options!

Berkonomics

Here is the warning: The execution of equity allocations and of a good incentive program using equity is often mismanaged, damaging the corporate capitalization structure and even affecting the outcome of subsequent investment into the company. … and here is the usual early-stage trap… First, a brand-new enterprise is often formed from the efforts of several “partners”, each with an expertise valued by the others.

Equity 156
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Why we should fire fast, not last!

Berkonomics

Our first reaction to marginal performance. Here is one that takes a real leap for a younger manager or CEO to believe. After hiring someone with all the attendant enthusiasm followed by the training and learning curve, if an employee shows signs of weakness in the job or problems dealing with contemporaries, it is the natural tendency for most of us to go first into coaching mode and reset the observation clock to see if our excellent coaching does the job.

Coach 156
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Your fork in the road? Depending upon others.

Berkonomics

I guarantee that there comes a time when growing businesses outgrow the original span of control of the entrepreneur. It is a critical period and is a test of the entrepreneur’s desire and ability to delegate. And I found from experience – after investing in many other entrepreneurial businesses over the years – that this stage typically occurs first at about twenty employees or $3 million in net revenues (or gross profit) for most any kind of company.

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Are you or your business “time bankrupt?”

Berkonomics

Time bankruptcy results from the deliberate over-commitment of core resources. You’d know the symptoms, if not the name. You’re fighting to put out the fires from customer complaints, or incomplete work, or are suffering from an inability to focus upon new development or new customers before cleaning up the mess inside your organization. Why use this term?

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