There's surprisingly little rigorous evidence demonstrating that companies really can make money by doing more good. To this end, my collaborators and I have spent time over the last several years carefully document the positive impact of kinder, gentler corporate initiatives.
An important person whom you want to please, but who won't tell you how to do so, and they won't tell you if you've messed up -- sounds like a nightmare or a typical day for most small business owners.
Success in most fields is built on deep relationships -- think of them as your human capital. The truth is, your relationships at work are key to your success, as much as or more so than your knowledge or experience.
So much is written about the first 90 days of a leader's new role, but it's after the first 90 days that the rubber begins to really meet the road. Here are four ways to help continue your momentum into the second 90 days.
It's so important in business to be constantly on the prowl, talking to customers and team members, cultivating an active and engaged management style. There is no substitute for paying attention to operations and how you can improve them.
Because a truly successful venture is rarely a one-person show, your ability to get the right people on your team -- and doing their best work -- is possibly the most critical, and often overlooked, skill an entrepreneur can have.
What is the next thing to think about? You have to decide to whom the council is advisory. For example, if it is a technology advisory council, does it advise the chief technology officer, or his/her boss, or the CEO and managing directors?
History has shown us, time and again, that the world's most resilient organizations are those that do more than just prepare for change and turbulence. Instead, they see -- and seize -- opportunity in the eye of the storm.
Boomer-aged Americans are three times more likely than Gen Yers to take a flyer and become entrepreneurs. A few years ago I joined their ranks. Based on the depth of my experience, I assumed I could do everything on my own. I was sorely mistaken.
I was a straight-A student through college who did whatever it took to produce work at a level that would please my professors. The rules changed when I started my own business over seven years ago. I realized that doing A-work in everything limited my success.