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Then we discussed how they could go about finding this startup business advisor. Do you have any suggestions for how to find a good mentor? Great question and I believe that just like finding a TechnicalAdvisor for your startup is critical, finding a good mentor is critical. They may open doors to the next role.
We can all point to examples of successful entrepreneurs who dropped out of college, but still went on to make a big impact. Take advantage of inside and outside advisers at school. Most universities also bring in outside advisors to mentor budding entrepreneurs. It's a huge opportunity to learn early.
To that end, last week, Los Angeles-based MuckerLab (www.muckerlab.com) announced its plans--and a big lineup of local CEO mentors--to start up a new, YCombinator- and TechStars-type program in Los Angeles, headed by former Silicon Valley venture capitalist Erik Rannala , and affiliated with the TechStars Network.
Most people totally advise against stealth. They certainly struggle to find mentors as there is nothing more frustrating than trying to help a company who is afraid to tell you anything. I think a great example right now is turntable.fm. Be careful about this advice. Also be careful about VCs. You don’t.
Based on my experience advising new entrepreneurs as well as more mature businesses, I recommend the following strategies for building business momentum, while still optimizing the limited resources of every small business: Find more customers that like what you do best. Utilize outside expertise and mentoring.
Over my many years of mentoring aspiring entrepreneurs and business professionals, I often hear a desire to start a new business, with a big hesitation while waiting for that perfect idea and perfect alignment of the stars. I advise that you block out time at least weekly for nurturing new and existing relationships.
Many of the entrepreneurs I advise or invest with spend considerable time on the Internet, keeping up with technology, customers, and competitors, but very few feel the need for an early personal presence. In fact, some totally avoid it, assuming their product or solution will speak for itself later.
In my business of mentoring new entrepreneurs and advising small company owners, I recognize that most don’t start as experienced leaders, and most don’t realize that people leadership is a primary key to their future success. Building a business is not a one-person job, and leading by edict rarely works today.
Unfortunately, too many of the technical entrepreneurs I mentor and advise are focused on their technology, and assume that the value will be self-evident to customers. Tech may be the tool, but hospitality – making life a little easier, more comfortable, and more enjoyable for your customer, is the winning focus.
For example, Howard Schultz was not the founder of Starbucks, but started his career in one of their first 60 shops. Steve Jobs started his technical career creating circuit boards at Atari, before joining Steve Wozniak to build personal computers in his garage. Recognize career growth requires changing with the business.
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