Angie Stocklin

Here is my kind of silly, kind of fun, but oh-so-true similarities of how raising our baby is like building my company.

Traditionally, customer service has been viewed as a cost center instead of a revenue driver, and it’s hard for companies to allocate funds to activities that aren’t moving the needle.

Major company transitions take time, and I won’t pretend this rollout was quick and painless, but open-book management soon became an integral part of our company culture and was an additional layer of activating our core values, such as, “Act like an owner.”

The constant stream of small bites made the core value tangible and kept it at the top of our team’s mind, while the leadership team’s participation in these activities signaled importance to the rest of the team.

I am a firm believer that every company needs an identifiable north star in the form of a mission, vision or purpose statement.

It isn’t always immediately obvious which ideas and businesses will survive, but I’ve noticed that most successful founding teams have shared characteristics.

I would encourage every entrepreneur to get productive, objective and broad feedback on their idea before spending money.