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New entrepreneurs, especially technical ones, are excited by early adopters, and tend to focus on their feedback, which will always suggest more product features and options. Utilize outside expertise and mentoring. Your long-term success and satisfaction depends on it. Focus first on finding more of the right customers.
Over my many years of mentoring aspiring entrepreneurs and business professionals, I often hear a desire to start a new business, with a big hesitation while waiting for that perfect idea and perfect alignment of the stars. I recommend a personal SWOT analysis first – find your strengths, weaknesses, opportunities and threats.
Almost every entrepreneur and new business owner I mentor is certain that his/her idea has a very high probability of success, and all find it hard to believe that ninety percent of startups ultimately fail. Bill Gates was the technical genius, but Steve Ballmer, from Procter & Gamble, ran the business side of the equation.
Unfortunately many founders I work with as a mentor are experts on the technical side, but have no insight into leading a team. Being visible and engaged on a random part-time basis, due to other jobs, won’t do it. Have monthly reviews with each team member. Ask what you can do for them in every review.
I have never felt prouder of the team & product at awe.sm ( please visit to check out our latest & be ready for our next big product announcement due out in next month or so) and yet we just brought in a new CEO to the company, Fred McIntyre. ” We had inbound M&A requests from some of the biggest names in tech.
Unfortunately many founders I work with as a mentor are experts on the technical side, but have no insight into leading a team. Being visible and engaged on a random part-time basis, due to other jobs, won’t do it. Have monthly reviews with each team member. Ask what you can do for them in every review.
Many entrepreneurs I have mentored make big mistakes in this area, by hiring low-cost friends and family, with minimal skills or training, and expecting them to have the same work ethic , passion, and business knowledge as the founder. Direct customer-facing non-technical roles should be the last ones outsourced. with experience.
Based on my own mentoring and investing experience, the best entrepreneurs are pragmatic problem solvers. After some review of available resources, I’m convinced that problem solving is a learnable trait, rather than just a birthright. A good alternative is to enlist the help of a business mentor you can trust.
In my experience working with startups, the best approach these days is to find and use a good mentor (been there, done that). Of course, mentoring is not new – it’s been the favored way to learn arts and crafts since way back in the middle ages. But I assert that mentoring in business is making a comeback.
Yet I find, as a mentor and outside consultant, that many of you focus only on working conditions and compensation as the key factors determining team engagement , health, and productivity. I will summarize these here, with my insights, for your review and implementation: Physical health. Occupational satisfaction.
Unfortunately many founders I work with as a mentor are experts on the technical side, but have no insight into leading a team. Being visible and engaged on a random part-time basis, due to other jobs, won’t do it. Have monthly reviews with each team member. Ask what you can do for them in every review.
Based on my own mentoring and investing experience, the best entrepreneurs are pragmatic problem solvers. After some review of available resources, I’m convinced that problem solving is a learnable trait, rather than just a birthright. A good alternative is to enlist the help of a business mentor you can trust.
They couldn’t possibly understand the new social media culture, new technologies, or have the determination to beat their younger counterparts in the market. In fact, they are well-qualified overall, having worked with high technology and computers for at least 20 years, are highly educated, and highly motivated.
Based on my own mentoring and investing experience, the best entrepreneurs are pragmatic problem solvers. After some review of available resources, I’m convinced that problem solving is a learnable trait, rather than just a birthright. A good alternative is to enlist the help of a business mentor you can trust.
Based on my own mentoring and investing experience, the best entrepreneurs are pragmatic problem solvers. After some review of available resources, I’m convinced that problem solving is a learnable trait, rather than just a birthright. A good alternative is to enlist the help of a business mentor you can trust.
Here I often find that you need to seek and work with a co-founder who can complement your technical skills with financial and marketing to start the business. You probably delegated a few things to keep these people earning their paychecks, but you are still reviewing and approving everything that comes in and out of your company.
Inside the organization, it also pays to offer some of your time for coaching and mentoring to less experienced team members, as an entrée to a supportive relationship. I have seen too many careers and businesses fail due to projects that went off the rails. Stretch here also increases job satisfaction. Find what works for you.
They couldn’t possibly understand the new social media culture, new technologies, or have the determination to beat their younger counterparts in the market. In fact, they are well-qualified overall, having worked with high technology and computers for at least 20 years, are highly educated, and highly motivated.
For example, if your startup is building a high-tech software product, a dream team of advisors would be a former CEO or high-level exec in another software company, a former software marketing executive, and a former financial executive.
For example, if your startup is building a high-tech software product, a dream team of advisors would be a former CEO or high-level exec in another software company, a former software marketing executive, and a former financial executive.
Based on my own mentoring and investing experience, the best entrepreneurs are pragmatic problem solvers. After some review of available resources, I’m convinced that problem solving is a learnable trait, rather than just a birthright. A good alternative is to enlist the help of a business mentor you can trust.
One of the attributes that I often recommend to the business professionals and entrepreneurs I mentor is to always be totally accountable for your actions and ideas. Generously give credit to others where credit is due. Be available for mentoring and coaching to others. Lack of accountability can permeate an entire organization.
In addition, he has often stated that his first priority is serving his employees and his extended business family, through coaching, mentoring, and effective communication. The technology is here to do most hard things effortlessly in business, but I find many business owners stuck in the past, refusing to change.
They couldn’t possibly understand the new social media culture, new technologies, or have the determination to beat their younger counterparts in the market. In fact, they are well-qualified overall, having worked with high technology and computers for at least 20 years, are highly educated, and highly motivated.
Great technology leads to innovative solutions that are possible, but not necessarily great businesses. Yet, due largely to non-technology business considerations, including pricing, safety concerns and support infrastructure, there are none that most people can name. Develop written business plans as detailed as product plans.
As an advisor and mentor, I’m always looking for more ways to improve communication, get people more engaged , and get more done. Every year, new things happen, like the current COVID pandemic, which raise the challenge of how to deal with new situations, new technology, and changing business trends.
Due in large part to the current economy and an ultra-competitive job market, a Gen-Y entrepreneurial tsunami is already upon us. For a startup or small business executive serving as mentor, the proverbial “win-win” is created as they benefit from an injection of essential bandwidth, youthful energy, and technical expertise.
Examples include the Theranos failure brought about by Elizabeth Holmes’ inability to work with her team, the early Apple setback due to differences between Steve Jobs and John Sculley, and the travails of Uber under Travis Kalanick. Always be civil and diplomatic, and don’t allow emotions to cloud the situation.
Unfortunately many founders I work with as a mentor are experts on the technical side, but have no insight into leading a team. Being visible and engaged on a random part-time basis, due to other jobs, won’t do it. Have monthly reviews with each team member. Ask what you can do for them in every review.
I recently was an advisor to a very strong technical executive who insisted on “being involved” in literally every decision in his startup. He ignored my advice and ultimately lost several key executives, and then his own health, due to stress and workload. They need your mentoring, tools, and historical data to be a top performer.
For example, if your startup is building a high-tech software product, a dream team of advisors would be a former CEO or high-level exec in another software company, a former software marketing executive, and a former financial executive.
I’m a strong believer that a great team can achieve success with a less impressive product offering, while potentially disruptive technology often goes nowhere due to a team with an uninspired work ethic. Investors don’t fund people with large egos, and your business won’t thrive with similar people on the team. Never makes excuses.
In the same way, you may think that people assessment is all about skills and experience, but as a mentor to business owners, I have learned to look more for the right attitude, persistence, and determination, as success factors. Takers can never get satisfaction, and they antagonize those around them. Only givers build self-esteem.
As an advisor to startups, and a mentor to many aspiring entrepreneurs, I’m still surprised at the number who are determined to go it alone. They don’t realize that these only increase their workload, due to training and management, rather than offloading real work. It’s your success and satisfaction that’s really at stake.
As a mentor to entrepreneurs, I often get asked for the magic that has made Amazon the world's most valuable brand , from a total unknown only twenty years ago. My simple answer is that they keep their focus on customers, rather than technology. Your future satisfaction and success likely depends on your answer.
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