But how do founders identify their personal values? While I cannot provide a universal recipe, I can share three questions that helped me determine my core values, and some of the ways my current team aims to align our culture with our shared values.
Does this situation sound familiar? Your product is about to go into beta. Your employees are all engineers or product people or designers. You, the CEO, are the lone business person. You know that you have to figure out monetization (you’ve been telling people your model will be “freemium” but you haven’t really done any work on nailing down the details). You’re not sure what your pricing structure should be. You might have a pre-beta list of email addresses you’ve collected from a sign-up page you drove people to. But, there are lots of things you don’t know and need to know.
Don’t Let Lifestyle Entrepreneurs Be a Dying Breed — Business Insider
Until the recent recession, market research indicated that as many as 90 percent of the roughly 20 million American small business owners were motivated more by lifestyle than growth and money. Since 2008, the desire for profits has trumped passion in 54 percent of new startups, according to a recent study. It seems that everyone wants to make a quick buck these days.
Trust and transparency have become popular workplace demands as employees seek to be aware of what is real and true. People have grown tired of surprises and want to exist in a work environment that allows one to have greater clarity of thought – by eliminating the unknowns that continue to creep into our minds with each decision we make or relationship we foster. If you survey the workplace, besides the need for job security and career advancement opportunities – employees want to be a part of a workplace culture that puts a premium on delivering the truth. They desire their leaders to be proactive in sharing where the company is headed and forthright about its future. In other words, they just want transparency so they can plan and protect themselves.
Get a grip on the information overload — The Globe and Mail
Dealing with information overload is a constant theme for managers, one that was identified by management sage Peter Drucker in his 1967 classic book, The Effective Executive, Derek Dean and Caroline Webb of McKinsey & Co. note. In Rotman Magazine, the two consultants offer ways to gain control in the current business environment.