Kim and Todd Saxton: Entrepreneurs create their opportunities
The reality is that the entrepreneurial journey is not even a process of solo creation but rather is one of co-creation.
The reality is that the entrepreneurial journey is not even a process of solo creation but rather is one of co-creation.
Gen Z workers, more than the millennial demographic cohort preceding them, seem to be particularly head-scratching for older workers—earning a reputation for their unwillingness to work and their high, “woke” demands.
I prefer the phrase “work-life congruence” because it puts “life” and “work” on the same team instead of pitting them against each other.
As entrepreneurs, we tend to focus on the big picture.
The reason AI can be so powerful in this process is the immediacy of the feedback. Behavior change and positive habit formation occur when one’s pattern is disrupted, and the feedback received is immediate.
It took us five years to figure out what business we were in, eight more to grow fast and almost crash into oblivion, and five more to rebuild the foundation of the business for sustainable, profitable growth.
One second I might be contemplating my laundry pile and the next taking a deep dive into why sales are down this quarter.
What many people don’t realize is that the Titanic was the White Star Line’s solution to a hyper-competitive market—its own form of disruption.
Transparency in the workplace can be a double-edge sword that cuts both ways.
The power consumption for this process is no joke, which is why the proposed 30% tax will effectively force all American-based companies overseas.
A “women-led” company might have several women in charge making important strategic decisions on a daily basis; however, those female leaders don’t have enough equity in the company to control a board/investor-level vote.
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.”
Factors like toxic culture, bottlenecks, a lack of strategic clarity, lack of diversity, or cross-functional conflict act as organizational barriers that stifle your good people’s impact.
It’s easy for urgency to overpower the realization that hiring is one of the most important things we do as leaders. Going fast and on your gut serves no one.
The best (and only) use case for a reorganization is to solve a specific business problem.
Losing a key team member or a major customer, or having a product fail in the field, can lead to significant declines in revenue, customer trust and optimism.
The Gallup survey found a strong link between workers with best friends on the job and profitability, safety, inventory control and retention.
Overall, it seems there isn’t one work culture that is better than others. However, to be in the best work situation, I believe it starts and ends with having great leadership.
If an idea is truly great, someone has likely thought of it before but might have hit a roadblock or moved on to something else. The real opportunity lies in overcoming those initial obstacles and finding product-market fit.
My colleagues’ intention was to help, but the impact was hurt feelings.