Tag Archives: start-ups

Prepare Yourself to Become an Entrepreneur

There are two divergent schools of thought about whether entrepreneurs should get big company experience before starting a new business.  Some feel that learning how to run a department or project is a good training ground for managing a company. The argument is that entrepreneurial lessons are costly and it is better to learn “on someone else’s dime.”

Dave Lavinsky (the founder of Growthink), in an Inc magazine article, did start out with a corporate career, but feels it’s a bad idea:

Sure, you can learn some things from big companies–mainly how to run a big company. You’ll learn the type of corporate structures that are needed and the key departments, etc. But most of that doesn’t help you when you first start a company. For that, you need to think very differently. You need to think and act like an entrepreneur, which is the art and science of accomplishing more with less (less money, less human resources, less time, etc.)

Big companies are not great at accomplishing more with less, nor are they great innovators. So it’s very easy to pick up bad habits that actually make it harder to start your own business.

While the highly creative type can come up with an idea, it is often said that strong technical capabilities don’t necessarily translate to management and leadership abilities, let alone other significant soft skills requisite for successful start-ups.  General management/ jack-of-all-trade knowledge usually only comes through experience.  This factor prompts delving into how an entrepreneur can find the necessary experience to be successful. Lavinsky says, 

One option is to find a slightly older co-founder who has more managerial experience. Another option is to form a Board of Advisors consisting of several experienced entrepreneurs who lend guidance and advise. Another option is to raise funding and use it to hire several seasoned managers to help guide you.

If these options–either separately or pursued in concert with one another–seem daunting in terms of how someone with no prior business experience could feel qualified to identify and select such input, then there are other ways to gain experience besides working for a big company. One is to work for a VC-backed start-up. Another is to work as an independent sales contractor. Regardless of the type company that you may ultimately start, learning how to overcome rejection and meet quotas is going to be very important.

In summary, most successful entrepreneurs feel as though big company experience is incongruent with the skill development necessary to become a good entrepreneur. Yet, either by association with others possessing experience who join your start-up, or by acquiring skills before start-up, every entrepreneur can prepare.

Gifts Aren’t Us

You know how difficult it can be to come up with an idea for a present when you’re down to the wire? If not, you may not appreciate the business concept of the cover story of Entrepreneur Country this month–unless you know someone who suffers from the malady. Like a guy. Or a lot of guys. Many guys opt for the classic gift card solution when faced with such a dilemma. With Man Buys Present, however, one can come off looking great–even when the only good idea was to outsource what is usually a painful, unimpressive task.

Rachael Robertson (a former HR exec with Hewlett Packard in the UK) and Kate Rider (a very successful property developer) met at school and soon launched their idea. One (Rachael) is an ideas person, the other strong on management and implementation. Key observations influenced their decision to go into business:

  • a good reputation is hard to earn and easy to lose
  • having a really smart husband who gave gifts that showed no sensitivity or understanding
  • a solutions mentality is very different than trying to be thoughtful

With these factors in mind, they developed a web-based business with mass customization features. In addition to a sourcing strategy that aimed to procure products from exclusive suppliers, the duo had a website built with nifty “bells & whistles”:

  1. A “Get Out of Jail” concept to buy restitution gifts on short notice,
  2. The “Buy One, Get One Free” option to buy something cute or funny to complement a serious gift,
  3. Assistance for dads buying gifts for their spouse to be given by their children,
  4. Facebook downloads of birth dates,
  5. Gift suggestions, and
  6. Tracking of prior gift purchases.

Kate seems to really like the entrepreneurial pursuit, noting that big business has taken it on the chin in the UK and around the world. Rachael says that the stress  she feels is offset by having fun. Both women enjoy the flexibility to work remotely, while simultaneously juggling child-rearing and spouse time.

When asked to comment on how they feel about the role of the education system in Britain in preparing their children (or others) to launch successful businesses, they lamented that traditional jobs are still the focus of skill development. Access to adequate capital for those who are not born into money is cited as a big challenge. Kate recommends that students in all subject areas learn finance (distinct from “math”) as a critical life skill. Further, she offers that all fields of study would benefit from seeing their talent or skill through the lens of running a business for oneself. Learning how to explain a business concept and position both the business and yourself as credible are great life skills.

Learning how to not let perfection control your life is an acquired mindset they recommend. Receptivity to different approaches gives the leadership team the ability to grow themselves and the company well beyond what they would have thought. Finally, the ladies have each learned how to turn aspects of their personality that they don’t like into strengths in a collaborative environment.

A few thoughts, then, in reaction to this heartwarming story:

~ American education is in a similar rut to British–we need to do something about it!

~ We all observe problems that need fixing, but rarely start a business to solve the problems.

~ Offer solutions after being thoughtful!

 

Advice For Entrepreneurs RE: Succession

Sometimes, big company practices need to trickle down to the SMB world. Whether the subject is a hot start-up with co-founders who must one day shed decision-making authority or family-owned businesses, the selection of successors is a critical topic. Without true outside boards of directors, these decisions often become volatile and can ruin relationships as well as cause collateral damage to the company and its valuation. Having seen the drama play out more often than I’d like, I read extensively about ways to “head off at the pass” struggles that need not become an entrepreneur’s undoing.

A law firm client of mine has a nice boutique corporate practice with a penchant for corporate governance topics. Though I subscribe to Google alerts on corporate governance, I also rely on content curators like Beverly J. Conquest (@bconquest) to follow feeds that I cannot daily read. Conquest came across an HBR blog post recently, “Advice For Boards in CEO Selection and Succession Planning” that featured some superb insights from David A. Katz and Laura A. McIntosh. Their original work was featured in the New York Law Journal. Certain excerpts are featured below:

Selecting the chief executive officer and planning for CEO succession are among the most important responsibilities of a company’s board of directors. In ideal circumstances, the succession process will be managed by a successful and trusted incumbent CEO, with the board or a board committee overseeing the process, reviewing the candidates and providing advice throughout. However, in exceptional circumstances, such as when the board lacks full confidence in the incumbent CEO or when a crisis occurs and the normal succession process cannot be utilized, the board will need to take the lead in managing this crucial task…In 2011, the CEO turnover rate increased as compared to the previous two years…Directors facing these challenges should keep in mind that the attitude and smooth functioning of the board are crucial to a sound process and good result, and that the fates of the board and its chosen CEO often are inextricably entwined.

Process Is Key

CEO selection is, first and foremost, about the future. As the adage goes, one picks a general for the next war, not for the last one…We advise that there be a comprehensive discussion at least annually regarding internal candidates and planning for emergency circumstances…Breakout sessions of the independent directors should include regular discussions of the succession plan, so that the lead director can hear the views of the other independent directors privately. Boards should be active in identifying talented leaders so that there is a bench of qualified internal and external candidates at the ready. The directors may wish to seek first-hand exposure to the company’s most promising executives at board and company functions and may consider working with the CEO to establish policies and procedures for the development and evaluation of internal candidates…

In order to set priorities and find candidates who meet their requirements, directors must first establish a well-designed selection process, which may include the advice of counsel and other external consultants. A sound process will enable the board to achieve its goals while at the same time providing a roadmap to keep the directors on course through the inevitable difficulties they will encounter. In the event of disagreements, the process stands as the neutral, pre-agreed path to which the directors and any advisors can return in order to continue progress toward the final selection.

An organized, careful process is necessary to undertake the substantive evaluation of candidates’ capabilities. There is no better guide than past performance; however, in many situations, red flags from top executives’ pasts have been ignored by boards in their selection process, and the choice has, to some extent predictably (in hindsight), been a mistake. When boards feel rushed into selecting a new CEO—which can happen when the company faces a crisis or lacks a succession plan—due diligence can suffer. The board should look for examples in each candidate’s past that bear directly on how the candidate will cope with the future challenges identified by the board.

Two Elements to Consider

There are two key corporate-governance related elements that should be near the top of a board’s list for evaluating potential CEO candidates, particularly when the board is not able to rely on the incumbent CEO to lead the succession planning process. The first is that the new CEO should be a good fit culturally with the board and the company…The tone set by the CEO helps to shape corporate culture and permeates the company’s relationships with investors, employees, customers, suppliers, regulators, local communities and other constituents…The second key element is that the CEO should have a long-term vision for the company that accords with that of the board. A crucial aspect of this is the ability to resist the powerful forces of short-termism…

Healthy Board Dynamics

A healthy board dynamic is essential to an effective succession process and positive result…A 2009 working paper published by the Harvard Business School’s Corporate Governance Initiative observed: “As a practical matter it is difficult, if not impossible, to find directors who possess deep knowledge of a company’s process, products and industries but who can also be considered independent.” This lack of deep experience and expertise can make it more difficult to identify and evaluate candidates from other companies in the relevant industry or even from within the company…

CEO selection is one of the most formidable, as well as one of the most consequential, decisions a board must make. Using a thoughtful selection process, a well-functioning board that has taken the time to consider CEO succession on a regular basis will be in a good position to identify its top priorities and the best-suited candidates should a crisis present itself. 

 

Soccer, Fighter Planes, and Strategy

In most other countries around the world, soccer (“futbol”) is the national past time and a great source of the good kind of pride. It inspires its observers to sing national anthems, set differences aside, and salute efforts where one or many “put it on the line.” During the course of the weekend, I have been observing UEFA 2012, the European tournament held on the same four year schedule as the Olympic games.

One of the interesting things that occurs in the format of the tournament is the pairing of teams against one another wherein one appears–on paper–to have far superior credentials to another. In many cases, a starting lineup for one side can be stacked with players who have 100+ games (matches) on the international stage. With such vast experience, the veteran side enjoys a presumed advantage over the opposition. Often, the more veteran team enjoys an additional upper hand due to the superior ball-handling, striking, and passing skills of its players.

The scenario is analogous to young or smaller businesses trying to compete against prohibitively endorsed large, mature businesses. Yet, whether in futbol or in business settings, we see the underdog come out on top often enough that we realize competition is not decided through analysis and predictions. What, then, are some of the reasons that a presumably out-manned competitor emerges victorious?

If I may bring in yet another comparison without losing the train of thought, I’d like to reference the story of the Tuskegee Airmen, revived through the recent Red Tails movie produced by George Lucas. In the movie, the African-American pilots are disdained by both their own armed forces as well as the haughty Luftwaffe (German Air Force). The heroes are initially perceived as being less intelligent, having slower reflexes, and lacking the experience to get the job done of protecting U.S. bomber squadrons during the second World War strategic air campaigns to reach Berlin and help the Allied forces achieve victory. What the featured pilots bring to the air battles (at least in the movie version) are the following distinctives:

  1. They were not fighting for individual glory,
  2. They were not afraid to take reasonable risks,
  3. They were (for the most part) disciplined in their consistent approach.

In business, it is very important to observe how applying these distinct characteristics would benefit a company’s performance–whether going against peers or seemingly over-matched foes. In order to build the “esprit de corps” requisite to compete will require emotional intelligence. More self-awareness and significant amounts of empathy and self-regulation are traits that are uncommon in the masses, but very evident in those who are not selfish.

Risk taking and management of the risk-rewards trade-off is a nuance rather than the exact science some would have us to believe. As depicted both in the movie and in a game between Spain and Italy this weekend, there is a “right time” to go for the gusto. Italy was successful playing quick attacks over the top of the Spanish defense and the Red Tails had success in attacking peripheral targets after primary targets were taken out. Business strategies that include both a primary objective and additional (discretionary) targets are wise.

Finally, the commitment to the plan–a resolute determination to dismiss the criticism of others and stay focused–is vital. Don’t mistake this focus, however, for sticking to a bad idea too long. Strategies must be proven to be successful before being implemented far and wide and held up as the “best practice.” Once featured, the strategy should be re-evaluated based on results and feedback. While being pursued, however, there can be no dissension among the ranks.

Culture: Key to Performance

Recently, I had the opportunity to address a group of HR leaders on how to improve decision-making within their organizations. (Thank you RWHRMA, Masters Series participants!) The premise of our time together was that better decision-making translates into superior performance and that there are definite ways to improve the quality of decisions. Most of our workshop was used to define the components and use of emotional intelligence (EQ). In order for employees–and managers/executives–to consistently exhibit high EQ, valuing and engaging others is a key.

A focus on others and their needs is a result of purposeful culture development. Paul Spiegelman, founder and CEO of The Beryl Companies, writing for Inc. on June 6, described Beryl’s “10 Cs of Culture:” 

1. Core Values

..when we implemented our values strategy at Beryl about 10 years ago, I began to see how they guided everyday decision-making and how employees referenced them in meetings.  I came to realize they are essential guideposts when developed, communicated, and executed in a consistent manner…We start every big meeting with a conversation about values and tell stories about how our coworkers live by those values on a daily basis.  

2. Camaraderie 

It’s about getting to know colleagues not just as colleagues, but what they’re like outside the office.  To do that, Beryl hosts dress-up days, parties, games, and events all the time..We include not only employees, but also their families.  We publish a bi-monthly full-color magazine called Beryl Life that is sent to the homes of co-workers.  

3. Celebrations 

You can’t underestimate the importance of recognizing your team..we developed a program we call PRIDE (Peers Recognizing Individual Deeds of Excellence).  This allows coworkers to recognize others for living up to Beryl’s core values.  

4. Community

Part of the fabric of a successful company culture is connecting with and giving back to the local community.  

5. Communication

I hold quarterly Town Hall meetings, which includes six meetings over two days..I also have informal “chat and chews” where I bring in lunch for 12 to 15 people and just ask one question–How’s it going?–to get the conversation started.  

6. Caring

Show your employees you genuinely care about them in the totality of their lives..Any manager can explain a situation on an internal website that identifies a coworker, and lists what’s going on (birth, death, injury, wedding, among other things).  That submission generates an email to me that is my trigger to send a personal notecard, make a phone call, or visit someone in a hospital.  

7. Commitment to Learning

Show your employees you’re committed to their professional growth. This can be done in small, incremental steps. 

8. Consistency

Culture is based on traditions..One-time efforts to improve the culture will feel disingenuous.  

9. Connect

Don’t isolate yourself at the top.  Connect with people at all levels of your company.  Get out of your comfort zone.  

10. Chronicles

Does everyone in your organization know how the company started?  Do they know the personal stories of the founders and what led them to build a sustainable business?  People want to know they are part of something special and unique.  

Do you get the feel that, at Beryl, you could fit in and feel engaged in the key conversation(s) that contribute to its success? What about your company? Do you have a culture that is engaging? If not, what can you do about it? What’s holding you back? Talk with your peers and come up with a plan, then implement it!