Individual assignment
Summary of article:
The article gathers opinions from 15 different entrepreneurs about how to make startup employees happy and motivated. The article suggests 15 ways to do so: 1. Trust the ability of the employee and give them autonomy to complete the task 2. Ask “how are you?” to let employees feel and know they are being heard 3. Giving memorable experience is way better than giving money as an incentive. 4. Flexible working schedule 5. Provide employees with opportunity to learn in order to let them know we care about their long-term success. 6. Let employees to work as a business partner and define their own roles 7. Make them feel they are valuable and is part of the bigger
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Other than our daily 10-minute meeting before noon, our employees can work whenever they’ll be most effective, as long as they communicate their schedules and meet their deadlines. This freedom shows we have faith in our employees, and yields amazing results.”
– Bhavin Parikh, CEO, Magoosh Test Prep
Too cool for school? Think again
“Everyone wants to learn more and improve their skill sets, so one of many favourite ways to keep startup employees happy and motivated is to provide them with opportunities to learn. Whether it’s enabling them to take time to attend an interesting conference or paying for a niche networking event, learning keeps people engaged and shows you care for their long-term personal and professional success.”
– Doreen Bloch, CEO and founder, Poshly Inc.
Freedom in fluidity
“In the startup world, it’s not always about hiring someone to fill a specific role. Rather than defining explicitly what your new hire should be doing, let them act as a partner in the business in defining their role. This allows them to focus on what they’re passionate about, while still contributing what you need for the business.”
– Matt Cheuvront, founder, Proof Branding
Light up that ladder
“Unlike large corporations, startups have the true ability and flexibility to empower their employees and make them feel like they are a part
4. Training the associates so that they are “pros” bringing pride in the employees and what they bring to the company.
I managed to sit down for an interview with Josh Keely, the current Vice President of Product Development at Delta Health Technologies in Altoona PA. One of the first things Josh said to me was “No one owns it like you own it”, and that statement set the tone for the rest of the interview. Josh and his business partner at the time developed an application called “AppointMate”, which is an application to help managers of the private duty health care businesses. He managed to grow from 100 small “mom and pop” customers in 2003 to selling his product to franchises having over 500 offices alone by 2009. He succeeded in by exhibiting qualities that I feel make an excellent entrepreneur, hard work, faith in your product, and pure dumb luck.
According to the adaptive perspective of organizational culture, organizations must be ready and willing to adapt to the ever-changing and evolving environment. This type of perspective shows that employees working within a successful adaptive culture support each other, are trusting of each other, and truly strive for the betterment of the organization. Nothing could be truer of the culture at SWA. This �chip-in� attitude is found to be one that promotes a feeling of confidence in the organization and an expectancy of its long-term continued success.
Subpoint 1: The management team consists of individuals with diverse backgrounds and experience. They all have at least 10+ years experience in their respective field some of which have worked for Google, Raytheon, and Apple. Several of them have PhDs, and a few others have created their own startups in the past. The entire management team seems to have a proven track record of the responsibilities that are needed for a startup.
New employees are encourage to become growth orientated learners, competitive winners, and humble servants. By understanding and following these values one can truly grow.
At this point of time, I had began to understand the complexity of the character of the entrepreneur and why they resorted to the craziness they did. Perhaps as a result of the rollercoaster lives they lead, the usual definition of “professionalism” goes out the window, and in walks in its skimpy, hoodie-wearing cousin named delivery. As I learned very quickly, diplomacy was not a trait necessarily valued in the boardroom, especially if it got in the way of execution. For every “rule” a startup broke, its commitment to delivery and completion of tasks only grew stronger. I saw tempers flare, voices be raised and ideas be shot down, all in the name of net productivity. I’d like to draw attention to two main observations of this workplace culture, and what sets startup professionalism different from conventional 9to5 jobs: the first being dedication to completion, and the second being the personal detachment the job brings. These two tend to work in synergy, so I’d like to talk about the second trend first for context.
Everyone has great dreams of changing the world with an idea that comes into their head. It is ingrained in human nature to innovate, improve, and progress the world around us. Guy Kawasaki attempts to point these lofty goals in an achievable direction with a couple great pieces of wisdom. He emphasizes that great companies are built upon finding simple solutions to simple questions. When boiled down to it, this is exactly the perspective and posture that has successfully built the Apples and the Microsofts of the world. With a simple product or service that is viable, valuable, and validating, there lies a great foundation for a business! By keeping the questions and solutions simple, a company can move ahead with changing the world while keeping the scope within its capabilities. Running a startup requires a lot of calculated
Today, businesses play a major role in our world. It is an innovative and competitive activity that shapes society. It is all about satisfying the wants and needs people cannot satisfy themselves. Creating its costumers the center of their business. Business is not about the profits but rather it is about satisfying your costumer. Young visionary entrepreneurs attack the market by looking at the untouched or abandoned spots.
I am founder of an early stage startup. I am building an application that organizations will use to enable on the job learning and open innovation. I was able to take bold step of opening startup because I have confidence on my abilities and my leadership. I was fortunate that I was trained on the practices of exemplary leadership. These practices are very effective.
In today’s world full of improvisations and fast paced technology innovations, the word “Startup” is quiet common. Everybody who has a potentially worthy idea, that would revolutionize the world or at least make them profits, draws up a business plan, raises money and sets out on a path to make it happen. This report is a sincere attempt of capturing my summer internship experience at a startup I5 Dynamics, Inc. based in Research Triangle Park (RTP) which develops Enterprise Resource Planning Software with a unique value proposition. My ten week internship began with me listing down my learning objectives and discussing it with my supervisor, who was also the CEO of the company. To accomplish those objectives, I had to work on simultaneous projects, which in turn, helped me improve my professional and personal skills. In this report, I am going to elaborate on how my objectives influenced my involvement and how my active contribution resulted in the successful realization of what I can do as a result of this internship experience.
“Start-ups pursue opportunity with resources that don’t match the task; although they may have one or two critical ones such as a product idea or access to an experimental customer, they lack all the resources required to win.” (Cohan, Peter S, 2012, p178).
Startups are very counterintuitive. I'm not sure why. Maybe it's just because knowledge about them hasn't permeated our culture yet. But whatever the reason, starting a startup is a task where you can't always trust your instincts.
1. For me, working at a fresh startup would be a mix between excitation and fear. Excitement because everything is possible, the company “just” has to do it. The startup has nothing to look back and can, should only focus on the future. On the other hand, it is, for the same reasons, quite scary. In the case of Ben’s first startup, beside his ideas and will, he had nothing to offer to his employees and most of the time it is the case or worse (not every CEO-owner is as competent as he was). The toughest part is that there is absolutely no certainty with a fresh startup but that is also what makes them so attractive. It is easy to say but true that there are no rewards without risks.
Hence, it is reasonable to expect that if unemployed people have an opportunity to prepare their startups through learning relevant skills and knowledge
“We want a startup network to be established in India. We are looking at systems for enabling start-ups. We must be number one in start-ups…START-UP INDIA; STAND UP INDIA”