There’s a feeling that persists that at some point in your career, you’re successful enough that you get to the stage.
You’re handed a microphone and you begin to share what you have learned, all that you have accomplished. You move from the crowd to the curated. And once you get there, the goal is to never go back.
Entrepreneurship has a legacy of leaders who got started early. That sense of independence, experimentation and motivation to be challenged appears to often be a natural instinct.
When I started Technical.ly in early 2009, I had no experience or real awareness of entrepreneurship. We’ve learned a lot, and in truth, I still remain a relatively inexperienced founder, but I have taken and enjoyed this early entrepreneurial experience.
Continue reading Entrepreneurs often start early: here are 5 of my own examples
The hard part of entrepreneurship may not be succeeding, as much as it is about deciding what success if for you. That might be the cause of so much argument about this moment of entrepreneurship — should it be wealth, mission, personal satisfaction, longevity, legacy or something else? More likely, it’s a mixture of them all, with your own happiness the leader, and deciding on that balance is part of the process.
But the point here is you can’t ever succeed in anything (including building your business) unless you know what you want to happen. That way you can optimize for whatever you most want.
When you run a publicly-traded company with an $80 billion market cap, it’s easy to focus on the short-term. Strained by a year of declining share price, Bill McDermott, the first American CEO of German software giant SAP, says he’s far more focused on making an organization-wide shift that will better suit the company for the future.
“You can’t build a company for 60 days; build for 60 years,” he said.
I interviewed McDermott as a keynote for the IMPACT venture capital conference held by PACT in Center City Philadelphia last week. Find my coverage of our conversation here.
Paypal cofounder, public intellectual and global tech entrepreneurship leader Peter Thiel is thoughtful in his perspective on economic growth. An interview with him was on our last Technical.ly podcast and an even longer conversation he had on a different podcast was even more enlightening.
Continue reading Every entrepreneur should be building a monopoly: Peter Thiel
There is an entire industry of creative productivity self-help resources. My friend Sean Blanda gave me ‘Manage Your Day-to-Day,’ one in a portfolio of books from 99U, an effort from Behance, the Adobe division where he works.
It was a quick and energizing read. Buy it for $8. As I like to do, I wanted to share a few of the directives I most acted on.
Continue reading Manage Your Day-To-Day: lessons from this 99U book on productivity
Following the July 2014 final rules implementation of the Affordable Care Act, my company Technical.ly was impacted more severely than we expected. This is not a political article — I am not opposed to Obamacare — this is a small business owner’s experience.
With just eight full-time team members (excluding, of course, our part-time independent contractors), I am solely responsible for managing our healthcare coverage plan, and while I tried to prepare for what the change might be, I wasn’t ready for our costs to more than double, and, for some plans, almost triple. Here’s what I learned and what we did.
Continue reading Obamacare more than doubled my company’s healthcare costs: here’s what we did
Stop taking credit for ideas you didn’t execute on. We’ve all had those moments. When you find out about a new project or initiative and can recall with great clarity having had that very idea before.
It’s natural to want to allow ourselves that moment of validation. It’s as if a thought of yours has sprung fully formed, so it’s rewarding to take some ownership over it. But’ it’s hardly fair and certainly not accurate.
Founders aren’t scalable. You can grow an organization only so far with a founder and her emotion, personality and drive.
So you shouldn’t build an organization around them. They’re great in the beginning. They’re the ultimate generalists, as a good founder will do anything to get the job done. But it won’t last. It can’t last. Even if a founder stays a lifetime, eventually that life will end.
To promote his new book ‘Things a Little Bird Told Me,’ Twitter cofounder Biz Stone was at the Free Library of Philadelphia for a ticketed, breakfast event for which I interviewed him on stage for a half-hour before audience questions finished the morning.
My line of questions can be seen here. I tried to to steer the conversation away from what has already been said by Stone, a well-covered tech entrepreneur who is in the midst of a popular book tour, but we still hit upon some of what has already been covered: the designer by trade has focused on bringing the human touch to software.
That helps explain how decidedly simple Twitter is and how Stone’s new startup Jelly, a network-driven answer app, has stayed focused on getting social responses.
Continue reading I put people first, then technology: Biz Stone
