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Endeavor Investor Network Convenes Over 120 Entrepreneurs and Investors in NYC

On May 5th, the Endeavor Investor Network convened growth market leaders in New York City for a day of networking and learning. The invitation-only event gathered over 120 participants including Endeavor Entrepreneurs and leading investors […]

May 13th, 2015 — by admin

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Globant’s Guibert Englebienne Named Chairman of Endeavor Argentina

Endeavor Entrepreneur Guibert Englebienne, co-founder of Globant, was recently named chairman of Endeavor Argentina‘s board. The news was covered in La Nacion, a top Argentine newspaper, recognizing the work of Endeavor in the region and […]

June 16th, 2014 — by admin

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Want to get in front of a VC? Get a little creative — human even.

Reprinted from thisisgoingtobebig.com. See the original article here.

By Charlie O’Donnell

Since I launched my fund, I’ve gotten around 50 offers to work with me. For some reason, everyone wants to be a VC. Instead of responding, I decided to sit on them. The way I figure it, how someone approaches me is indicative of how they’d approach an entrepreneur. Since the best entrepreneurs are busy running their business and get pinged by VCs all the time, you’re not going to wind up getting a deal if all you do is e-mail once, give up, and walk away.

So what happened? The “applicants” (not that I’m hiring) went 0 for 50. Not a single one of them followed up with even so much as a nudge to see if I saw their note. They mostly just sent resumes and cover letters once and that’s it.

Seriously? (more…)

My three most important lessons learned at Harvard Business School

Reprinted from robgo.org. See the original article here.

By Rob Go

Business school sometimes get a bad rap in the startup world. Some of it is deserved – it’s big opportunity cost, and until fairly recently, the approach to most business schools to entrepreneurship has been more about theory than practice.

Thankfully this is changing. But what is very positive about business school and what hasn’t changed is that they are an amazing collection of people and opportunities that can significantly shape ones education and even personal character. Many of the founders we’ve backed at NextView are graduates of top business schools and bring many of their leanings from those two years to bear.

As I think back on my own business school experience, I often recall three very important lessons and pieces of wisdom that impact me every day. One was academic, one was advice from a professor, and one was self discovered thanks to the entirety of the 2-year experience,

Lesson #1: What Makes a Good Market

Before Business School, I had heard of Porter’s 5 Forces and probably memorized it at one point during preparations for consulting interviews. But I really started to internalize the concept at business school and I think of it every day. When one thinks of attractive markets, it’s easy to just think of markets that are “really big” and “growing fast”. However, that is NOT what makes a market attractive.

A market is attractive relative to the player involved. And its attractiveness to that player is based on how the forces in the market work to make it easier or harder for that player to create and extract value. The forces described by Michael Porter in his framework are:
– bargaining power of suppliers
– bargaining power of Customers
– competitive rivalry
– threat of new entrants
– threat of substitutes

I don’t want to spend much longer on this point, but I’ve found this immensely helpful. And it’s not just important for investors who are analyzing new businesses in different markets. But it also dictates the strategy of a founder as they think about their own market and what they need to do to win.

For some additional thoughts of mine on the difference between BIG markets and ATTRACTIVE markets, see this post here.

Lesson #2: Authenticity Works

Authenticity works. It was an off-hand comment from Felda Hardymon during office hours one day when I was a student in his VC/PE class. But it was a word of wisdom that I really try to take to heart for myself and when speaking to entrepreneurs.

It turns out I’m a pretty socially awkward person. But much of business school (and much of business interaction) are awkward social situations. Think about difficult conversations with employees, cocktail parties, cold calling, negotiations, selling, etc. Those types of situations are a nightmare for someone like me.

But I’ve continuously found that when in doubt, the best thing to do is to drop any social posturing and be authentic. Talk about what really gets you excited and what you really care about. I remember when was interviewing for my job at Spark, one partner questioned my willingness to take risks and pound the table for what I believed. I ended up telling him the story of how I pursued my wife – a very personal but authentic story, and it won him over.

Similar things happen when we speak to entrepreneurs at NextView. We love founding stories that are driven by highly authentic experiences in a market or with a problem. We also love interacting with entrepreneurs that are transparent about the things that excite them about their businesses and the things that they worry about or are really hoping go their way. It’s a highly personal business after all, and we try to put that front and center as a core part of our firm ethos.

Lesson #3: Do the ACTIVITIES You Love

One very interesting aspect of business school is that it can be a 2-year soul searching process about who you are and what you want to do with your life. A lot of business school students find themselves paralyzed, because it feels like there is a lot at stake in the career choice post B-school, especially with large sums of debt and 2-years of opportunity cost.

That said, I think business school is a wonderful time to step back and reflect on what you want out of life professionally and personally. The problem is, I find that when we think about careers or jobs we want, it’s easy to get caught up in a lot of different motivations – what would other people think? How can I make the living I’d like? Is this job impactful? What kind of a role is suitable for me? Etc.

But I find that business school students (and especially myself) often don’t ask what I think is the most important question. To me, that is – “what activities do you love?”. We spend a lot of time at work, and you’d better be doing activities you enjoy, otherwise, it’s a terrible way to spend your time until you die. And activities are not jobs. They are not roles or functions. They are activities.

For instance, being a VC and being a doctor are very different jobs and roles. But some of the activities are the same. Doctors and VC’s meet people 1:1 or 1 on a few all day long. They have a lot of first time meetings and hear people’s stories. They try to solve problems based on pattern recognition. On these dimensions, doctors and VC’s do very similar activities.

But you never hear VC jobs and medical jobs compared. You do hear VC’s and entrepreneurs compared, and many job seekers out of B-school contemplate both paths. But entrepreneurs do different activities. They sell more (or in different ways), they meet very often with their team to solve common problems. They may actively make design and product decisions, talk to prospective customers for feedback etc. The activities can actually be quite different.

I’m not making the point that being a doctor is more like VC than being an entrepreneur. But my point is to look at jobs and life as a set of activities that you are doing all day long. Do those activities map to what you are excited about doing? Are they activities that are life-giving to you, or draining?

Or, put another way (as I’ve heard from an old boss and mentor), think of the times when you were happiest at work. What exactly were you doing at that time? Try to do more of it.

That’s it. Pretty simple. Don’t overthink it or plan too far in the future. Do something that you think is interesting and allows you to spend as much time as possible doing activities you love. I think it’s hard to go wrong if that is actually achieved.

So, those are my three biggest lessons learned from 2 years at HBS. Worth the 2 years and $100K+ of fees? You be the judge

Rob Go is a cofounder of NextView Ventures, a seed stage investment firm focused on internet enabled innovation. He spends as much time as possible working with young entrepreneurs and investing in businesses that are trying to solve important problems for everyday people.

Thoughts on startup org structures and titles

Reprinted from robgo.org. See the original article here.

By Rob Go

I have the benefit of seeing lots of startups pitch their teams and watching many seed-funded companies establish their early org structures. I’ve found that there are certain types of orgs and titles that I have a naturally visceral reaction towards. For example:

– Having any more “C’s” than the CEO and CTO

– Seeing a head of product that isn’t a founder

– Seeing VPs (the more I see, the worse I feel)

Here are some guiding principles that I think explain why I’m averse to these in most cases.

1. You need DO-ers in startups. You are either building or selling, and if someone isn’t doing one of those two, it’s hard to justify having that person on board. It’s actually pretty extraordinary to find a truly VP level or higher person who is actually a do-er. Most of the time, one becomes a VP because they’ve excelled and have progressed to the point where they are leading a team. Their functional skills are a little dated, their mentality is a bit different, and they are just a little (or a lot) less scrappy. Seed and early stage companies are in need of people who like hand-to-hand combat. There will be a time and place for more senior people, but you want to bring them in when they have the chance to be as effective as their seniority would suggest.

2. You need to create room for exceptions and growth. The problem with having an army of VPs and CXO’s is that it eliminates room to really distinguish extraordinary talent. This is when you start seeing titles like “EVP or SVP”, which again is pretty meaningless and frightening. If you do want to bring in someone much more senior, usually that person is an outlier. Make the outlier role the VP role, not something else weird. I noticed this to be true at many extraordinary companies. I remember looking at the early org at Twitter (even when there were dozens of people) and there was maybe one or two VP’s. Most of the leaders of their divisions (product, business development, etc) were directors and stayed that way. I also am biased because even at Ebay, when it was a public company, VP’s were pretty few and far between. Being a Director meant you were directing something significant. I think that’s appropriate.

3. Some may object to my first two points and say “I can’t recruit people because they won’t take a lateral role or anything less than a VP title.”. My answer to that is – you don’t want those people. Early stage companies need to be free of politics and that kind of ego. Everyone talks about wanting a flat culture. But I find that title focused people don’t really want flat, they just want to be as close to the top as possible. Earlier today, I stumbled upon the team page of a seed funded startup in Boston, and saw 7 VP-level and higher people NOT including the CEO. That’s so not-flat, I guess it’s almost flat!

4. Even better than my suggestions above, how about not even having titles at all? Just describe people based on their areas of focus and responsibility. It’s impractical for a large company, but not for a small company. Check out the team at ThredUp. Aside from the CEO and CTO, you see almost no other titles, just descriptors of what people actually do.

5. I’ll get in trouble with some of my friends on this, but I also think that the best companies are founded by product-oriented founders. As a result, I almost always second-guess a team when there is a senior “Head of Product” that is NOT one of the founders. Usually, I’d hope that the head of product is actually the CEO or CTO, at least at the seed stage. You just can’t punt on product decisions at the earliest stages of the company – the founders need to be able to make the calls. Also, external heads of product are often not folks who are great product designers, but are more librarians than poets. Seed stage products need to be inspired by poets, and you can hire librarians later to build a scaleable product process.

Rob Go is a cofounder of NextView Ventures, a seed stage investment firm focused on internet enabled innovation. He spends as much time as possible working with young entrepreneurs and investing in businesses that are trying to solve important problems for everyday people.

Tough calls: How 40 CEOs made their career-defining decisions

Reprinted from wamda.com. See the original article here

By Knowledge@Wharton

CEOs make decisions — that is their job. Every decision, however, does not carry the same weight. Many are routine; some are significant. A few — a rare few — are momentous. These decisions determine not only the trajectory of the firm for years to come, but also, most likely, define the CEO’s career and establish her or his legacy. Harlan Steinbaum, former chairman and CEO of Medicare-Glaser, one of the largest retail pharmacy chains in the U.S., calls such decisions “defining moments.”

Steinbaum’s own defining moment came during the 1970s when he and his partners decided to buy back their company from the conglomerate to which they had sold it. Before the sale, Medicare-Glaser, which was founded by Steinbaum’s father-in-law in 1923, was a successful chain of drugstores and pharmacies, but it faced increasing competition from rivals such as Walgreen’s. Hoping to compete more effectively as part of a large, well-capitalized company, Steinbaum and his partners in 1972 sold the company to Pet, a conglomerate listed on the New York Stock Exchange. Soon, however, Steinbaum realized that bureaucratic red tape and an aversion to risk threatened to stifle his former company’s entrepreneurial culture. At the risk of taking on significant debt, he and his colleagues bought back the company in a leveraged buyout — but they also set it on track for future growth and success that it could never have hoped to enjoy as part of Pet. (more…)

Endeavor Entrepreneur Rodrigo Jordan: What do mountain guides and entrepreneurs have in common? [Transcript]

Endeavor is pleased to make public the following transcript from a presentation at the 2011 Endeavor Entrepreneur Summit in San Francisco. The event, which assembled over 450 entrepreneurs and global business leaders, featured dozens of entrepreneurship-related presentations by top CEOs and industry experts.

Overview: Endeavor Entrepreneur Rodrigo Jordan, Founder and President of Vertical, combines his mountaineering leadership skills with his professional business leadership experience in this compelling presentation about the importance of developing human resource strategies.

Bio: Rodrigo Jordan is the Founder and President of Instituto Vertical in Chile. He has been an Endeavor Entrepreneur since 1998. He holds a Ph.D. in Organizational Development from Oxford University and a Civil Industrial Engineering degree from the Pontifical Catholic University (PUC) of Chile.

Jordan is considered one of Latin America’s most accomplished mountaineers, having led several successful expeditions to the Himalayas and Antarctica, including Everest in 1992, K2 in 1996, Everest again in 2004 and Lhotse, the world’s fourth highest mountain, in 2006. In 2008, he participated in kayaking expeditions to Antarctica (with National Geographic) and Greenland to document the impact of climate change on the world’s glacial masses. Jordan has authored a number of books and documentaries based on these expeditions including Everest: The Challenge of A Dream, K2: The Ultimate Challenge, Planet Antarctica and Antarctica/Greenland: Expeditions to the Heart of Climate Change.

He is the author of Leadership: From Theory to Practice (Spanish, Prentice-Hall 2008) and was the host of Leadership in Person, a TV show interviewing Chile’s most important leaders. In addition, he serves as Professor of Leadership and Decision Making in the MBA program at the PUC School of Business. Jordan regularly runs seminars on leadership to a wide variety of clients throughout Latin America and beyond, including extensive work with the Wharton Leadership Ventures program.
Jordan also directs Fundación Vertical, the non-for profit arm of Instituto Vertical that serves underprivileged students from the poorest schools in Chile, as well as promoting the enjoyment, responsible use and conservation of the environment.

Full transcript:

Rodrigo: I became an entrepreneur by force. It wasn’t my idea. I climbed Mt. Everest and came back. I decided I wanted to have a foundation to encourage social skills in children in schools which didn’t have the chance to learn anything about human relations. They learned about math or Spanish or sciences, but nothing about how to behave themselves among other people. And that foundation grew up very well. Suddenly we jumped because corporate started demanding our services. So we started the company, because of demand, not because of impulse. And because doing that we started guiding people into mountains – I’m a climber, not a mountain guide – I became a mountain guide. And when I say I became, I really studied hard in the UK and the US and took courses. (more…)

Founder focus: don’t kill your startup with 1,000 trivial tasks

Reprinted from onstartups.com. See the original article here.

By Noah Kagan

A few weeks ago I had wine with some very successful entrepreneurs. How successful? On their best days they were generating $100,000 a DAY in revenue. That’s $36,500,000 a year.

Insanity, huh?

But what was the most surprising thing to me was that they were STILL doing their own data entry and dealing with small clients.

Holy crap. Think of it this way:

Let’s calculate their hourly sales:
$100,000 / 8 hours a day = $12,500
Divided by 2 guys = $6,250 / per hour

Do you see where I am about go with this?

After spitting out my wine, I started berating them with hate words about how dumb they are and why aren’t they focusing on higher-value things for their business?

Their response?

“We want to make sure it gets done right.”

Ahh, now it makes sense. They have Jewish mothers and are control freaks.

This is something I had a problem with myself, once upon a time: We want to do everything ourselves, which means we aren’t focusing on the highest-value things we can be doing for our business.

I used to do the same kind of data entry. I’d write up the emails for AppSumo.com, do customer support emails (which I actually like, most of the time), and other low-level things.

It all changed when my buddy Joe from MyChurch opened me up to outsourcing.

“Come on, Joe. Those people are crappy and it’s so weird,” I said.

He finally convinced me, so I had Nimesh Mehta at $4 / hour start aggregating certain data from me.


It wasn’t about outsourcing to India. It WAS about maximizing the best use of my time.

As an example: what do you think is a better use of my hour?

1. Writing this article that hopefully gets 500+ people to discover and check out AppSumo.com, or
2. Doing data entry to put a new deal in our system.

Take a guess.

Writing this article, of course! It generates way more value which is a way more ROI / value / monetizable use of my time.

Coming back to how you can save yourself before it’s too late:

– Start small. When hiring other people to do your tasks, you need to be concise in your instructions. Delegating is a skill (not a talent) gained from experience.

– Think investment. Don’t think of outsourcing as a cost. I LOVE hiring for AppSumo!

– Guard your time. Next time you think about doing something, think if you are REALLY adding value (i.e. only your special skills can do it) or if someone whose value of time is lower could handle the task instead, thereby freeing you up for better things.

That’s fine and all, you might be thinking, but aren’t there some seemingly trivial tasks that keep me closer to the business? Like customer support– how do you find the right balance between outsourcing/delegating and maintaining the little things that make the business differentiated and special?

Trivial tasks will never go away. Invest in the things that matter. Wow, I can throw a few more cliches just to finish off the article nicely.

Look, if support is going to be a differentiater like we want it to be at AppSumo then we don’t try to pass off phone support, live-chat, email, etc. to a lower wage person. But processing refunds, merging email accounts and helping the customers get what they want can be passed off.

I guess the ultimate balance comes from identifying what is important to you. I still like updating Excel each month with my finances vs. using Mint.com (which I helped build). Doesn’t make it the “right” choice, but it makes me happy.

A helpful tip to see how you can start evaluating what you want to delegate is to literally write out your entire day by tasks. I did this with Andrew Warner from Mixergy.com too and it seemed really helpful. Then pick out the things that are high-value or you personally get value from doing. Keep those. The rest of the stuff, get someone else.

What do you think? Have you identified the key areas to apply your time and energy, and shifted the rest? What’s working for you?

This article was written by Noah Kagan, the Chief Sumo at AppSumo.com (#1 ecommerce site for entrepreneurs). He was employee #4 at Mint.com and employee #30 at Facebook.

James Joaquin on Digital Photography [Video, Transcript]

Endeavor is pleased to make public the following transcript and video from a presentation at the 2011 Endeavor Entrepreneur Summit in San Francisco. The event, which assembled over 450 entrepreneurs and global business leaders, featured dozens of entrepreneurship-related presentations by top CEOs and industry experts.


Chairman, Pixelpipe; formerly CEO, XMarks; Venture Partner, Bridgescale Partners, and President & CEO, Xoom Corporation

James Joaquin is a seasoned entrepreneur with 20 years of experience building and growing consumer technology companies. While studying computer science at Brown University in the 80’s, James co-founded Clearview Software, a company later acquired by Apple. James co-founded When. com, an Internet calendar and events service that was acquired by America Online. After that successful acquisition, James was President and CEO of Ofoto, the leading online photo service that was acquired by Kodak in 2001. More recently James served as President and CEO of Xoom Corporation, a global money transfer service, and as Venture Partner at Bridgescale, a growth equity investment firm. Since 2008, James has served as the President and CEO of Xmarks Inc., the bookmark sync startup co-founded by Mitch Kapor in 2006 under the original name Foxmarks. In December 2010 Xmarks was acquired by LastPass. James advises a number of startups including 955 Dreams, IMVU, Nest Collective, Pixable, and Pixelpipe.


How to negotiate with an angel investor

[Photo credit: Sonia Roy]

Reprinted from Under30CEO. See the original article here.

By Rishi Anand

The Internet is saturated with articles on ‘how to pitch your idea’; ‘how to draft and implement your pitch to perfection’ ad nauseam, but there are simply not enough articles and resources out there on how a relatively inexperienced entrepreneur should deal with hard hitting investors when meeting them to raise external investment for their business.

As an established entrepreneur and angel investor network that has featured thousands of investment proposals to genuine, high caliber angel investors (follow link to view our database of investors) that have included investors from the UK Sunday Times Richlist, one of the former Founders of Skype, and even one of the former directors of Morgan Stanley, we have been in a unique position to see both sides of the funding equation between entrepreneurs seeking investment capital for their business and the angel investors that are looking to invest in these high risk ventures. In fact, entrepreneurs that know how to negotiate in the right way, ensures that:

You will receive better terms – in terms of % equity you will continue to own in your company vs. the investment capital you raise.

You will not lose a potential deal because you have failed to value what a business angel investor can actually bring to your company (know-how, experience, network of contacts), and…

You will be able to walk away from the deal (if need be) as getting the right answers to the right questions from an investor will empower you to walk away if it is not right for you. It is wise to always ‘go with your gut’ in these situations but it is important to remain impartial during negotiations and to ask the right kinds of questions that may well uncover red-flags and most importantly not put-off a potential investor.

So you have a full business plan with financials. You are armed with industry stats and have made your investment pitch to an investor. Now what?

Fact #1: Your Investment Summary is NOT your Executive Summary

Angel investors are highly successful business people that have a lot of money behind them which is why they are able to afford to invest in high risk; high reward non-traditional investment propositions (YOU!). As a result of this, they will get approached daily by pie-in-the-sky entrepreneurs and time wasters that just want to talk about their ideas but not really make any of the sacrifices that are necessary to build a truly profitable business. So when you are invited to deliver your investment pitch to an angel investor it will be important to stand out from the crowd by knowing your business plan inside out (including the financial section), having a great presentation that may include PowerPoint slides with graphics demonstrating your key points of your investment pitch and by having a well-written one page ‘investment summary’ (which is NOT your executive summary) prepared especially for the angel investor you are pitching to, ready to be handed out straight after your initial pitch or preferably handed out after the Q&A session when your meeting has ended which will act as a refresher.

The decision to invest will never be made during your initial pitch BUT the decision NOT to invest could be so it is vital that you articulate yourself and speak in a language that a potential investor finds reassuring and knowing your business plan inside out will help with building your credibility in the meeting.


Could your kid be the next Bill Gates?

Reprinted from Under30CEO. See the original article here.

By John Hall

I had drinks the other day with a couple of friends who’d recently had kids. They wanted to know what encouraged my interest in the business world – and what prepared me for success within it. I started thinking about what impacted my entrepreneurial skills, knowingly or not. You don’t need to teach your kids complicated bookkeeping services, or how to code a website at the age of five. There are simple tips that will make a difference. Here are the conclusions I came to; each tip will strategically prepare your kids for a successful business career (without anyone being the wiser).

Cheese and Sausage: Teach Them How to Sell Early

Starting in the first grade, my school held fundraisers selling cheese and sausage. If you aren’t familiar with this concept, I am referring to the cheese-and-sausage gift packs that nobody really eats but gets by the truckload at Christmas time. My parents observed me while I went up to each door and tried to sell a product that I wouldn’t consider eating myself. They allowed me to do the work on my own, rather than rely upon them to pass it around at work to meet the minimum quota. The best way to teach your kid business isn’t to do the work by using your superior status at work to get people to buy your kids’ cookie dough. Most people hate to see you pimping out your work relationships to help your kid not truly earn something. I wasn’t worried about that because I had the overall goal in my head. I had a Schwinn on my mind. Motivation comes in all shapes and forms, but there aren’t many things more motivating than the idea of getting your first bike when you are a kid. If you can get your kid motivated to be successful in the cheese-and-sausage programs, then you can break down the fear of selling very early in life.

Golf and Rosetta Stone: Give Them Opportunities to Differentiate Themselves

What are the skills and experiences that will help your kid differentiate himself and stand out among others? If I could go back 20 years, I would probably put a golf club in my little hands. Being a good golfer can open up numerous opportunities, from networking with clients to always being handpicked to be on your boss’ team. Along with the golf club I handed to little John, I would include a Rosetta Stone Value Pack. Understanding a foreign language can open up doors all over. These are just two examples of ways that children can build a niche for themselves in business. The challenge is being strategic with how you introduce these skills in their everyday lives so they enjoy them. There is a major difference between the parent who makes his kid do sprints after everybody’s left practice, and one who can successfully implement sprinting in his kid’s life without burning him out. Make an effort to introduce these skills in fun ways and reward your kids when they accomplish something.

Packed-Lunch Business: Teach Them How to Negotiate

Everybody remembers the days of school lunch, where trading food was like the NYSE for grade school. I was fortunate to have the Berkshire Hathaway Class-A shares in my packed lunch. I always had some sort of treat that all the other kids wanted. After a couple of deals that ended with me taking another student’s money for an item, my parents got wind of my little “business.” The issue wasn’t so much that I was trading as it was my ripping off other students and leaving them with hardly anything. Reputation is everything in business, and if you learn at a young age to negotiate mutually beneficial deals, then it comes naturally to you later. Show your kids early how to look at both sides of an arrangement to understand the benefits and downsides for each participant. Chances are, not all kids will form their own packed-lunch businesses. However, when given the opportunity, make sure that they know that no matter how much it benefits them, lopsided deals usually aren’t the best option.

Create a Chameleon: Surround Your Kids with a Variety of Experiences and People

The business world isn’t made up of one type of person. On any given day, I deal with multiple cultures and personalities. If you keep your kids at the country club and at private schools their entire lives, they will probably only be exposed to a limited number of personalities and cultures. Being around a variety of people allows someone to become a chameleon and adjust his actions to ensure different people feel comfortable around him. If you try to control everybody your kids interact with, it’s likely to backfire on you. However, if you simply guide them to different activities, they will have opportunities to be exposed to different cultures.

Keep Your Warren Buffett Friends Around: Give Your Kids Mentors

Ask Warren Buffett how important Ben Graham was to the success of his company. Great mentors are an extremely important part of business, and you’re never too young to develop a solid relationship with a mentor. The friends you surround yourself with will have an impact on your kids. Provide them with good role models.

Your kid may or may not have the innate business sense of Bill Gates or Warren Buffett. However, the skills that will make them successful in the corporate world are the same tools that will enable them to be successful elsewhere. Ensuring that your kid is successful is what every parent dreams of – and getting a billionaire in the bargain just sweetens the deal.

John Hall is the CEO of Digital Talent Agents, a company that helps experts build their personal and company brand through producing high quality content for reputable publications.

Seth Godin: Engaging with criticism

Reprinted from sethgodin.typepad.com. See the original article here.

By Seth Godin

If you need to find out how your audience is receiving your work, it’s worth considering how you’ve structured the interactions around criticism. Sometimes a customer has a one-off problem, a situation that is unique and a concern that has to be extinguished on the spot. More often, though, that feedback you’re getting represents the way a hundred or a thousand other customers are also judging you.

Some random ideas:

– If you defend yourself to the customer, quickly explaining precisely why the policy is the way it is, why the product is the way it is, you are pushing the criticizer away because you’re telling them they’re wrong about their opinion. And they might indeed be wrong, but it’s certainly not going to encourage more feedback.

– If your front line people restate the criticism in their own words and are grateful to the customer for sharing it, everyone will benefit. You can always choose to ignore the input later.

– If there’s no way for your staff to easily send the criticism up the hierarchy, it dies before it reaches someone who can do something about it.

– If senior people follow up with the customer with specific acknowledgment and thanks, you multiply the benefits.

Not every company needs to do this right to succeed (Apple succeeds and does not do any of these things–and as far as I know, Bob Dylan is in the same camp), but if you believe you can benefit from a cycle of feedback, it’s worth a try.

Seth Godin is the author of fourteen international bestsellers that have been translated into over 35 languages, and have changed the way people think about marketing and work. His Unleashing the Ideavirus was the most popular ebook ever published, and Purple Cow is the bestselling marketing book of the decade.

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