Monday, May 27, 2013

Why Do Military Veterans Make Such Great Entrepreneurs?


Why Do Military Veterans Make such Great Entrepreneurs?
 Meet the Veterans who bring their unusual discipline, perspective, and problem-solving skill to the world of game-changing start ups.

I first met Joseph Kopser six years ago in Mosul, Iraq. He he was an Army major serving in a cavalry squadron at the time, and I was a reporter for The Washington Post.
Kopser, 42, who retired from the military last week, is now the CEO and co-founder of an Austin, Tex. start-up called RideScout--a smartphone application that aggregates all of a user's potential ground transportation options in real time, everything from buses and Zipcar to rideshare options with friends or strangers.

On Memorial Day, we remember members of our military who made the ultimate sacrifice. I've interviewed thousands of soldiers over the years. One thing they've told me repeatedly is that the best way to honor that sacrifice is to remember those who gave their lives--and to live lives worthy of them. Today, I'd like to start telling you about some veterans who do just that. These are men and women who become entrepreneurs, trying to change the world for the better.

Military training is often cited as good preparation for business leadership. People might know a few anecdotal examples of this, like the fact that Fred Smith was a Marine officer who observed the military logistics system before he founded FedEx.

Still, the more prevalent story seems to be of veterans who have difficulty transitioning to the civilian world--stories of PTSD and movies about returning veterans in crisis. (Indeed, I've written a lot about troubled veterans and even military suicide in the past. These are very real problems.)
However, veterans bring amazing advantages to to the entrepreneurial game--things like discipline, perspective, leadership ability, and the learned skill of seeing problems as opportunities--to say nothing of having accomplished ambitious goals with the weight of a gigantic bureaucracy on their backs.

It Started With Pentagon Traffic
Take Kopser, for example. A 1993 West Point graduate, he and his classmate and Army buddy Craig Cummings launched RideScout while Kopser was still on active duty, running the ROTC program at the University of Texas at Austin.

Kopser came up with the idea during a Pentagon assignment, when he had to figure out how to get to work efficiently within the Washington, D.C. traffic nightmare. Enter Cummings, who had left the military to become an investor and entrepreneur. Kopser recalled sitting on his back porch in Arlington, Va., telling Cummings about his daily commute.

"I live five miles from the Pentagon, and I could walk, ride, or drive, but...if something goes wrong, my whole day is ruined," Kopser said. He'd been up half the night before looking for a website or app that would show users their transportation options in real-time. No dice.
"So I explained RideScout," Kopser said. Soon after, Cummings called back.

"That is a billion dollar idea to change society as we know it," Cummings told him. "I'm going to give you the money to make it happen. Give me your USAA bank account number."
That was in early 2011. Today RideScout is in beta after its launch in Austin during SXSW, and has closed over $700,000 in seed financing. The plan is to expand to Washington, D.C. and Seattle by the fall.

An "Equal-Opportunity" Opportunity
It's not just officers, who are generally college-educated and a bit older than enlisted service members, who find great success in the entrepreneurial world when they're given the tools to succeed.

I talked this week with Dave Liniger, the founder of RE/MAX, the giant, international real estate company.

Liniger has a new book out, My Next Step, about his ongoing recovery from a medical condition last year that temporarily paralyzed him. What struck me from his early story was that he took the first steps toward founding RE/MAX while still on active duty in the U.S. Air Force in the 1970s.

"Even as an E-4 [senior airman, getting] hazardous duty pay, it was poverty wages," Liniger explained. "So, I had read a book on buying and fixing up houses and selling at a profit. That started my entrepreneurial career."

His first property was a $10,000 duplex that he bought with just a $500 down payment.
"I sold it in six months for a $6,000 profit. All of a sudden I made more money on one real estate investment than I did on my entire salary and three part-time jobs," he said.

Liniger had dropped out of Indiana University after three semesters, enlisting in the military in the 1960s. He served in Vietnam, and said the experience changed his life.

"The military was incredibly important to me and my success," he said. "As a farm boy growing up in Indiana, my parents instilled in me a very good work ethic, but when I went to college at 17, I had no goal, no idea where I wanted to be."

The Air Force gave him motivation. "I fell in love with it from the first day. It grounded me, gave me a sense of purpose," he said.

As we'll see in the second article in this series, which highlights my interview with Air Force veteran and "Godfather of Silicon Valley" Steve Blank, the military itself deserves a lot of credit for having created the antecedents of the phenomenal tech explosion we've seen in this country over the last half-century or so.

In fact, the hardest thing about writing this kind of article, frankly, is the sheer number of great veteran-entrepreneurs who prove the point. I'm always eager to hear about more of them, so feel free to reach out to me here.




By: Bill Murphy Jr.


Source: Inc.

Friday, May 24, 2013

The Ultimate Motivation for Any Team


The Ultimate Motivation for Any Team

Employees will always resist change unless they believe the company's survival is literally at stake. Here's how to make it clear to them that it is.



There is no list quite as sobering to an entrepreneur as a list of the most promising young companies of two decades ago--most of which, you can be quite sure, don’t exist any more.
The fact is, as entrepreneurs, you stand on the edge of a burning platform: You have to keep moving to survive. Your ability to define the potentially fatal issues you face and separate them from the routine challenges of the day is your first step in galvanizing your employees to believe in your vision and strategy.

This is a reality of human nature: Most people will change only when anxiety over their very survival outweighs their resistance to learning something new. While employees like the excitement of a challenge, they also like to be comfortable in their work. In a faceoff, comfort usually wins. This is where survival anxiety comes into play; it drives home the painful realization that in order to succeed, you and your employees often have to make themselves uncomfortable.

The key to doing that is not to instill fear, but rather to frame serious threats in honest and real terms that employees can relate to. Before his company’s remarkable recent turnaround, Starbucks CEO Howard Schultz’s sent a jarring 800-word e-mail to all Starbucks employees in which he claimed his company was losing the “romance and theatre” so core to its defining DNA. In short, he said, the company’s drive for growth was diluting its brand, and it was time to get back to the artistry of making coffee--for only such care and skill would allow them to deserve the premium they charged on their goods.

At the core of this idea is helping your people understand “why” your company does what it does. If you want to stress safety, for instance, don’t just concentrate on the tasks; instead remind your team that if they tie off their ladders and wear their hard hats it will help them go home to their families every night. Engage their pride and sense of responsibility by reminding them that junior workers are looking to them as examples.

Great leaders translate the ethereal concept of a business mission into day-to-day priorities for their people. They motivate the team by reminding them that they are building a better future and by providing the clear goals, values, and expectations associated with their role. When it works, your employees respond by focusing their energies on the tasks with the most impact.

No matter the size of your team or the challenges you face, it is your job as a leader to help your team understand why it’s not acceptable to remain where you are. You have to move them toward a better future, and reassure them that it’s safe to do so--in fact, it’s much safer to move than not to.



By: Chester Elton


Source: Inc.

Monday, May 20, 2013

How to Have Better Conversations


How to Have Better Conversations
Procter & Gamble's former CEO offers simple but useful tips for better discussions at work and elsewhere.


A great deal of our lives is spent talking to people. The proportion may go up for salespeople and down for introverts, but everyone could stand to have more productive conversations. 

Maybe you had good role models or instincts, but if you feel your conversational skills are lacking, a new book by A.G. Lafley, Procter & Gamble’s former CEO, offers good advice on how to make discussions less shallow. 

In the book, Playing to Win: How Strategy Really Works, Lafley reveals his principles for fruitful conversation.

"People’s default mode of communication tends to be advocacy--argumentation in favor or their own conclusions and theories, statements about the truth of their own point of view. 

"The stance we tried to instill at P& G was a reasonably straightforward but traditionally underused one: 'I have a view worth hearing, but I may be missing something.' It sounds simple, but this stance has a dramatic effect on group behavior if everyone in the room holds it. One, they advocate their view as a possibility, not as the single right answer. Two, they listen carefully and ask questions about alternative views."

This approach has obvious benefits--it's far more likely to promote problem solving than meetings where each participant argues their point of view. 
Improving the quality of discussions should lead to better decisions and better meetings, but these skills could also strengthen your personal relationships. So how do you employ "assertive inquiry?" Here are three steps:

Advocate your own position, then invite responses. Try saying, “This is how I see the situation and why. How do you see it?”

Paraphrase the other person’s view and ask for their take. “It sounds to me like your argument is this. Is that what you're saying?”

Explain a gap in understanding. “It sounds like you think this acquisition is a bad idea. Could you tell me how you came to that conclusion?”

Advocating for your ideas may help you get your way, but blending assertiveness and inquiry is guaranteed to get people on your side. The reason: "Inquiry leads the other person to genuinely reflect and hear your advocacy rather than ignoring it and making their own advocacy in response," says Lafley. 



By: Jessica Stillman


Source: Inc.

Monday, May 13, 2013

3 Things You're Screwing Up (and Why Nobody Tells You)


3 Things You're Screwing Up (and Why Nobody Tells You)

Sure, you're a great leader and you always ask for feedback. But there are three mistakes you're making that nobody has the guts to tell you about.


Given the ubiquity these days of 360 assessments, rounded feedback, and executive coaching, you'd think that there would be little room for unexposed flaws in a business leader.
You'd be wrong.

Due to a combination of taboo, sensitivity, and downright fear, there are many things that business leaders screw up regularly, and which they rarely get called on--however open, honest and transparent the company culture.

Here are the three subjects which I see business leaders most commonly screw up on, without anyone ever telling them:

Family. Whether it's harmless Uncle Joe who has managed the warehouse since time immemorial; the brash son-in-low Juan who thinks he's god's gift to sales; the niece Effie who passive-aggressively rules the roost in accounting; or your spouse who has a de facto veto over every and any decision of import: whoever it is, you can bet no-one has told you straight just how horrendously incompetent your family's contributions to the business are.

Of course, this doesn't apply to you, because you know your family members are doing a bang-up job. Which, of course, is why no-one dares tell you the truth.

Arrogance. There is one trait that assessments and other tools seem to rarely catch in a leader: arrogance.

Its near-cousins, "Aggressiveness" and "Drive" often make an appearance, but rarely does a 360 report state the truth. You're an arrogant son-of-a-(let's say)-gun. Maybe it's the bare-facedness of the word, the force of it, the implication that not only are you this thing, but I don't like you for it, that makes people turn away from using it.

Being aggressive or driven can be interpreted positively, as attributes that help one succeed. Being arrogant is pretty much an out and out negative, which is why so few people will say it to your face.

Worried this might be you? That what you think of as aggressiveness and drive is actually arrogance? Just ask a few people, "Am I arrogant?" If you are, they won't need to say anything--their face will tell you all you need to know.

Over-staying. You sit around in meetings way longer than you should. After a certain point, your team would really prefer you to leave and let them get on with it. You remain stolidly attached to a certain project long after it has any real hope of being successful. Because you grew up in sales, you still manage every sales meeting yourself. Or, perhaps, you simply won't vacate the seat you're in and let a younger, or more qualified person take it.

Nobody ever tells leaders when they are overstaying their welcome. (And not just in small and medium-sized businesses, either--corporate America is rife with boards that don't have what it takes to push out directors and CEO's who are long past their sell-by date).
Don't be that leader. Watch for glassy eyes--the more people glaze over when you talk, the more likely it is that you're not contributing much anymore.

Oh, and one last tip: The people who will most quickly tell you you've overstayed your welcome in the business? Those incompetent family members. Ironic, huh?


By: Les McKeown


Source: Inc.


Monday, May 6, 2013

Don't Aim to Be Popular, Be Effective


Don't Aim to Be Popular, Be Effective

Managing your employees is not a popularity contest. When you remain focused on real goals so will they.



As the leader of my online marketing company VerticalResponse, I wear a lot of hats and do many things. The one thing I'm not down with is being in a popularity contest because this isn't high school, it's my business and my No. 1 priority is to serve my customers and my investors. But, this doesn't mean I'm not in service to my team, because I'll be the first one to tell you, I work for them and I'm here to help them be more effective.

It All Rolls Up to You
With SMART (specific, measurable, attainable, relevant and time-sensitive) goals, your company's goals should cascade in a nice waterfall from the executive team to each level. But what this also means is that at the top of the org chart, you're ultimately responsible to beat the drum that gets things done so when you sit at that next board meeting you aren't sweating bullets. In order to get things done you've gotta do a few things that the most successful CEOs, including Facebook's Mark Zuckerberg, (who currently rules the roost in the No. 1 spot in a survey by Glassdoor.com) do:

Have a Clear Vision
Even during a time like now, when my business is going through an incredible change, we've made it a huge priority to be as open and transparent about where we are, where we're headed and be 100 percent honest about any risks, challenges or delays. We hold town hall style meetings twice a month to keep everyone on the same page and enable them to ask questions and provide input and feedback. This has been incredibly effective at keeping us all in rhythm and keep the momentum and excitement building and let everyone know how what they do plays a role in our success and growth.

Have a Rock Solid Company Culture
VerticalResponse has always been a serious place. As in serious fun. We're here to build the best online marketing tools and resources for our customers so marketing their businesses is a snap. But that doesn't mean we have to dress in suits and ties and write in corporate speak. On the contrary, I've been known to sport my "Off The Deep End" t-shirt on software release days and last Friday there was a nerf gun fight that broke out just before our weekly happy hour. We try to support a work hard, play hard mentality. What's really great is that we often hear the thing people most like about working here are their co-workers. When you've got a solid company culture, you'll attract more of the kind of good folks you've already got.

Keep Moving Forward
After 12 years of leading my company, my passion for small businesses hasn't wavered a bit. I eat, dream and breathe small business and my team knows it. By having the same level, if not even more of a vested interest in our customer's success than I had the day I started VerticalResponse, I help us continue to move the business forward. That's why we're going through the massive change we are right now and will continue to evolve to stay ahead of the curve. But, I can't do it alone. I need everyone, at every level sharing that clear vision we talked about, taking initiative and thinking like a boss to move it.



By: Janine Popick

Source: Inc.


Saturday, May 4, 2013

Define Your Personal Core Values: 5 Steps


Define Your Personal Core Values: 5 Steps

If your company has core values, shouldn't you? Establishing your own personal guidelines can remove risk and accelerate success.



Most concede the power of core values in business. Jim Collins made a great case in Built to Last. But it's difficult to accurately create or accept core values for your company if your own personal core values are unclear. Many claim to understand their own values, but I maintain you don't really know them until you have:

1.      Articulated them clearly in writing.
2.     Tested them through daily decision-making.

Much like company core values, your personal core values are there to guide behavior and choice. Get them right and you'll be swift and focused in your decision-making, with clear direction. Get them wrong or leave them ambiguous, and you'll constantly wonder how you got into this mess.

Although your personal core values may not exactly match anyone else's, they still help you determine your surrounding culture. Most smart people consciously or unconsciously use personal core values to select friendships, relationships and business partnerships. Your core values also help you wisely manage your personal resources such as time and money.

Simply put, I use my personal core values as decision guidelines that keep me true to myself, and out of trouble. Here are mine with brief descriptions:

Truth
Some people are skilled liars. I am not. I function best when people are direct and honest. I make it clear in conversation and in writing that truth is necessary in my world, no matter how painful. This is probably why I thrive as a New Yorker.

Diligence
I am a contact management freak. I focus on punctuality, returning phone calls and e-mails within the hour or at least the day whenever possible. I hear screaming in my head if I have left anyone hanging. I also make sure my statements are substantiated, hence the reason you'll rarely see me speak in absolutes without doing my homework.

Consistency
Since people pay attention to my writing and talks, credibility is critical, and I have a lot to live up to. Hypocrisy is deadly in my world and this core value reminds me to integrate humorthe Awesome ExperienceROAR! and all my other lessons into my life and work, every single day.

Creativity
You would think a writer, marketer, and theater graduate wouldn't need creativity as a core value. But when it's been a long month of travel, it's 3 a.m. and the column, speech, or book chapter is pending, I have to remind myself that I need to take that extra step to make my material compelling so I can intrigue, entertain, and connect with my audience.

Impact
Like most entrepreneurs, I see potential everywhere. This value reminds me to disregard when my brain is saying: "I can do that!" and instead ask the question: "Should I do that?" The criteria are simple: Maximum results for minimum effort. Each shiny new opportunity gets evaluated this way.
Some of my personal traits like passion, integrity, and energy don't qualify in my mind as core values because I follow these instinctively without consideration. They are unnecessary in my decision making process. I refer to them as my Table Stakes.
Now it's your turn to identify your values.

Personal Core Values Exercise:
Grab a notebook. It's time to do some writing. Give yourself quiet space, no distractions, and at least an hour to reflect on each section.

Step 1--Think through and describe the following in detail:
1.      What have been your three greatest accomplishments?
2.     What have been your three greatest moments of efficiency?
3.     What are any common rules or themes that you can identify?

Step 2--Think through and describe the following in detail:
1.      What have been your three greatest failures?
2.     What have been your three greatest moments of inefficiency?
3.     What are any common rules or themes that you can identify?

Step 3--Identify three or four brief sentences of advice you would give to yourself based upon these commonalities.

Step 4--Next try and reduce them to a few words. For example: If your advice is: "Don't overindulge in food and booze at parties and get in trouble," reduce that down to Keep Control Through Moderation, or even Moderation.

Step 5--Now comes the fun. You need to test the value. Think of a situation where following your core value hurts you rather than helps you. For example you might think Innovation sounds good until you realize that your life thrives on stability rather than constant change. You have to think it through carefully. If you can't identify a legitimate case where the value steers you wrong, you probably have a good core value.
Know that this process requires focused time and thought. I recommend doing it with someone you trust. Then you'll get honest feedback and you can help each other. It may require several discussions over weeks or even months. Your values may adjust and develop over time just as you do, so embrace the change.

As Mahatma Ghandi said, "Your beliefs become your thoughts. Your thoughts become your words. Your words become your actions. Your actions become your habits. Your habits become your values. Your values become your destiny."



By: Kevin Daum

Source: Inc.