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(In case it’s not obvious it’s a play on the Nike slogan, “Just Do It.&# ) I believe that being successful as an entrepreneur requires you to get lots of things done. Entrepreneurs make fast decisions and move forward knowing that at best 70% of their decisions are going to be right. This paralyzes most people.
It was difficult to make the transition to a “top down&# thinker but as a senior executive – and as an entrepreneur – you’re far less effective without this skill in your arsenal. He coached me that I had to start with the answers. I assembled tons of data, grouped things, found results and drew conclusions.
But a couple of people replied with responses of such lack of comprehension that I thought it was worth expanding on for first-time entrepreneurs. Successful entrepreneurs achieve much through their personal leadership traits that inspire others to do great things with them – sure. EXECUTIVE COACHES. Not possible.
That''s what Los Angeles-based FieldLevel (www.fieldlevel.com) has been working on, making it easier for coaches to network and exchange information on athletes. Brenton Sullivan: What we are is a private social network and platform for coaches to connect with each other, to exchange information on athletes. What is that process?
It’s what life was like as an entrepreneur. But this is nothing like the stress of being an entrepreneur. What’s it really like being an entrepreneur? You probably follow some high-profile entrepreneurs on Instagram and Twitter and see conference pictures of them in Davos, Mexico, Monaco or wherever.
We are living in a new generation of business, where customers drive the experience, and highly engaged employees are required to keep up with customer expectations. Their experience as executive coaches and entrepreneurs gives real credibility to their assessment of some new leadership approaches that are required in business today.
Once you are able to achieve some real “traction” with your business (paying customers, revenue stream), it may seem the time to relax a bit, but in fact this is the point where many founders start to flounder. The key is to make decisions from data and feedback, once your business has real customers and real products.
Every entrepreneur and business person I know wishes he had more time for coaching all the members of his team. I often hear the excuse that coaching takes more time than simply diving in and doing the job for the other person, but is that really true? Exceptional communication is a prerequisite to coaching.
Some people even believe that entrepreneurs must be born with the right genes, and no element of education is relevant. In my view, the most effective entrepreneurs are those with a background of an array of real-life experiences, both positive and negative, as well as good academic and coaching activities.
Entrepreneurship is all about leading – leading customers to a new product or service, leading a startup team to peak performance, and leading a new business to the market opportunity, while providing maximum return to stakeholders. Authentic entrepreneurs lead through the power of personal influence, rather than coercion.
Every business wants and needs top performers, but most entrepreneurs and executives assume that if they hire and train the smartest and most experienced people, they will get exceptional performance. I saw the key ones outlined well in the classic book, “ Creating High Performers ,” by William Dann, a leading coach to experienced CEOs.
Entrepreneurship is all about leading – leading customers to a new product or service, leading a startup team to peak performance, and leading a new business to the market opportunity, while providing maximum return to stakeholders. Authentic entrepreneurs lead through the power of personal influence, rather than coercion.
Most entrepreneurs believe they are “different,” but they can’t quite understand how. The classic book, “ Hunting in a Farmer's World: Celebrating the Mind of an Entrepreneur ,” by serial entrepreneur and business coach John F. All this made more sense to me as Dini defined the types of entrepreneurs into four categories.
The hard part is providing the leadership required to align and motivate all the constituents and players – from engineers, to investors, vendors, and ultimately customers. Great entrepreneurs are not just idea people and then managers, they are extraordinary leaders.
I see way too many startup founders who don’t have experience in selling and probably don’t feel that comfortable going to customers and asking for orders. Spending time selling to customers is the best way to find out what their problems are and how good your solution currently is at mapping to their needs.
As a startup investor in this age of the entrepreneur, I see many more startups, but innovation is still hard to find. An entrepreneur looking for a sure thing will never innovate. It starts with a vision, but benefits quickly from a structured process of idea generation, evaluation, prototyping, customer feedback, and success metrics.
Earlier this month, the annual Montgomery Summit conference was held in Santa Monica, including a special portion of the conference dedicated to the Rise of the Female Entrepreneur. I see you were involved in the Rise of the Female Entrepreneur effort at the Montgomery Summit this year, tell me a little about what that is all about?
I acted as the occasional mentor, advisor and coach to Ethan. And I had been telling my partners for a couple of years that I thought Ethan was one of the more talented entrepreneurs I had come across in San Francisco. The company was called Red Beacon. I was standing with him when he won the TechCrunch 50 award. So there you have it.
As a CEO you never stop needing to go on sales calls (or to work the phones in telesales or customer support) and ceasing to do this as your company grows because you’re focusing on investors, recruiting, PR or whatever is a mistake. I also make visits to senior level customers of portfolio companies with which I’m involved.
Most leaders agree that poor customer service is a business killer today, in terms of lost customers, reduced profits, and low morale. Yet the average perception of customer experience continues to decline. It’s a tough job, and inexperienced entrepreneurs just don’t know where to start, and how to do it.
Most importantly, it’s more about being a proactive leader who connects to customers and the team deeply, rather than a bright light that struggles to be seen amidst the glare of a million other bright lights. Entrepreneurs have personal knowledge and strengths that can get them past the social level in connection.
When I heard a friend and business mentor say, “Your startup won’t fail if you don’t quit,” I realized that every entrepreneur should adopt “never give up” as their mantra. Nothing is more discouraging to aspiring entrepreneurs than the high failure rate. Otherwise, look for advances from distributors, vendors or even future customers.
Much has been written recently about the requirement to focus today on the total customer experience, as a competitive edge or even for survival. The challenge I hear from savvy business owners and entrepreneurs operating on a shoestring is that providing a superior customer experience costs money.
You can have the best technology, but if customers don’t know you exist, or they don’t know how your technology solves a real problem for them, your startup will fail. Yet I see many technology entrepreneurs that focus on the basics of marketing too little and too late. How many customers will have any idea what this means to them?
These days, with the many Internet articles and new courses available, most new entrepreneurs readily cross the gap from lack of business knowledge to knowing, but many never make it over the knowing versus doing gap. by Erica Peitler, a well-known leadership performance coach. What gets measured gets done. Marty Zwilling.
And having frameworks is a useful way to standardize your customer studies so that highly intelligent, inexperienced young people can crank out PowerPoint slides with such authority and beautiful consistency. I come from a world that if the coach wasn’t yelling at you, it meant he didn’t care. I grew up and played sports all my life.
Most entrepreneurs believe they are “different,” but they can’t quite understand how. A recent book, “ Hunting in a Farmer''s World: Celebrating the Mind of an Entrepreneur ,” by serial entrepreneur and business coach John F. All this made more sense to me as Dini defined the types of entrepreneurs into four categories.
Many entrepreneurs fantasize about days longer than 24 hours, convinced that their new venture could change the world, if they just had more time. However, this topic is particularly critical to entrepreneurs, who struggle with challenges and crises every day that they didn’t anticipate. Get products out the door and shipped.
After that a meme developed amongst many startups (and the advisors that coached them) that, “TechCrunch didn’t matter. I mostly like to have coverage in the tech press where most of my customers (entrepreneurs) and business partners (other VCs) are. You should focused on getting coverage where your users are.”
All the experts these days are talking about the increasing need for customer focus and maximizing sales. Typically entrepreneurs and even professional sales people think this means more emphasis on the customer selling process, when in fact it really means spending more time understanding the customer buying process (view from the customer).
Too many entrepreneurs I know still believe that that their great idea will carry the startup, and they may even minimize their own value, especially if they have introvert tendencies. Yet most investors agree that the “idea” is worth nothing alone, and it’s the entrepreneur execution that counts. Remember the rule of one.
Most entrepreneurs relish being their own boss, but find the transition to “ownership thinking” to be more difficult than anticipated. Incidentally, if you never thought of yourself as being an A-Player employee, you probably will struggle even more in the competitive entrepreneur world.
Most importantly, it’s more about being a proactive leader who connects to customers and the team deeply, rather than a bright light that struggles to be seen amidst the glare of a million other bright lights. Every entrepreneur has personal knowledge and strengths which can get them past the social level in connection.
Thus, in my consulting with entrepreneurs, I always encourage them to get more comfortable asking for help. I found some good guidance on this subject in a new book, “ The Leader You Want To Be ,” by Amy Jen Su, a managing partner in an executive coaching and leadership development firm.
Because entrepreneurs often went to lawyers at their earliest stages to get their company registration done. Entrepreneurial lawyers like Don Lee , Dave Young or Ted Wang are good at sussing out which entrepreneurs are high potential. I asked for intro’s from entrepreneur friends. I spent time on college campuses.
article in a series on what it takes to be a great angel investor (and why this should matter to entrepreneurs). For most entrepreneurs it will be the first time and also will have such a profound impact on their future financial situation that it’s hard to objectively handle the exit process in the way a seasoned pro can.
And here’s an important point that I think modern entrepreneurs often forget: Investors are “co-owners” of your business. The functions of an early-stage board are pretty obvious and well understood: Providing introductions to customers, biz dev partners, recruits, the press, other investors, etc. Mentorship.
VCs should be more of a coach than proscriptively telling you what to do. Simply put – I’d be in search of a VC who had an intuitive sense of my product, my customers, my organizational issues, my competitors, etc. I think of VCs as coaches. I call them “ VCs Seagulls.” EQ and Team Leadership?
Most entrepreneurs assume that success is dependent on their product expertise, coupled with some knowledge of how to run a business. Successful entrepreneurs today must practice human-centered leadership to compete and win. Effective entrepreneur leaders focus on getting people needs satisfied early.
Most leaders agree that poor customer service is a business killer today, in terms of lost customers, reduced profits, and low morale. Yet the average perception of customer experience has not improved. It’s a tough job, and inexperienced entrepreneurs just don’t know where to start, and how to do it.
Because entrepreneurs often went to lawyers at their earliest stages to get their company registration done. Entrepreneurial lawyers like Don Lee , Dave Young or Ted Wang are good at sussing out which entrepreneurs are high potential. I asked for intro’s from entrepreneur friends. I spent time on college campuses.
Most entrepreneurs I know want to do the right thing for their businesses, as well as themselves, but they are not always sure what that means. Does it mean the right thing from a customer perspective, societal impact, maximizing business returns or personal benefit? Be a coach, rather than a dictator.
Most entrepreneurs believe they are “different,” but they can’t quite understand how. The classic book, “ Hunting in a Farmer's World: Celebrating the Mind of an Entrepreneur ,” by serial entrepreneur and business coach John F. All this made more sense to me as Dini defined the types of entrepreneurs into four categories.
If you are a new business owner or entrepreneur, you are likely to be creative and willing to take a risk , and you probably assume that most potential team members have the same mindset. People who are anxious to improve, or reluctant to take an initiative, really need your direct guidance and coaching to learn what they need to do.
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