19 4 / 2013
19 4 / 2013
As a business leader, I found that one of the scariest things to do was to give your people the freedom to make mistakes. While mistakes allow individuals to learn and grow, they can also be very costly to any company. Scared as I was, I knew that truly great leaders found ways to allow their people to take these risks, and I genuinely wanted to be a great leader. I wanted to help my employees to grow. So I set out to discover how to accomplish this without placing my company in jeopardy.
18 4 / 2013
15 4 / 2013
04 4 / 2013
Here’s an ambiguous sentence for you: “Because of the agency’s oversight, the corporation’s behavior was sanctioned.” Does that mean, ‘Because the agency oversaw the company’s behavior, they imposed a penalty for some transgression’ or does it mean, ‘Because the agency was inattentive, they overlooked the misbehavior and gave it their approval by default’? We’ve stumbled into the looking-glass world of “contronyms”—words that are their own antonyms.
03 4 / 2013
Everyone thinks that being a startup CEO is a glamorous job or one that has to be a ton of fun. That’s what I now refer to as the “glamour brain” speaking aka the startup life you hear about from the press. You know the press articles I’m talking about… the ones that talk about how easy it is to raise money, how many users the company is getting, and how great it is to be CEO. Very rarely do you hear about what a bitch it is to be CEO and how it’s not for every founder that wants to be an entrepreneur. I’ve spent a lot of time recently thinking about what it takes to be a great Startup CEO that is also a founder.