Pretty much nobody sets out to be an entrepreneur because they’re excited about becoming someone else’s manager. Usually, you start your own company because you’re passionate about an idea you have–and maybe also partly because you’re tired of having a boss yourself.
The idea of incentivizing CEOs and senior executives seems reasonable to most people. Yet the large executive bonus is a relatively recent phenomenon. Executive pay grew more slowly than the average worker’s income during the 50s, 60s and part of the 70s.
The first year is always the hardest. The first year of trying to get back into shape. The first year of learning a language. The first year of learning a new skill.
The pushback appear to have caught the company a bit off-guard, surfacing from an interview conducted back in May.
Elon Musk is doing right by design. In a recent interview on Y Combinator (often called the world's No. 1 startup incubator), Musk explained that he spends 80 percent of his time on engineering and design, developing next-generation products. He is what I call a designers' CEO.
You'll hear a lot about influencer marketing as the CEO of your company. You'll find that most online media articles and discussion about the topic are from influencer marketers and agencies, particularly when it comes to ROI and results.
Tesla CEO Elon Musk is not convinced that Facebook’s boss Mark Zuckerberg fully comprehends the basic tenets of artificial intelligence (AI).
Are you a good leader? How do you know? In a startup culture that is obsessed with management by metrics, many founders struggle to answer this critical question about themselves. It’s tempting to measure leaders simply by the success of their businesses.
Where do you see yourself in five years? Tell me about a time when you showed leadership. What is your biggest weakness? These are the standard questions that job candidates face during interviews. And by now, everyone also has standard answers. (“My biggest weakness? I work too hard.”)
The image most people have of a straight-from-central-casting CEO is usually something like the following: An extroverted, charismatic, confident executive who climbed a mistake-free ladder to the top with a degree from an elite school.
Good leaders all have one thing in common: They know how to seek advice. It's a bit like parenting. No one who raises a child for the first time understands the job perfectly. You have to keep learning and growing. These experts know the drill.
At this time, The Review traditionally reflects on the extraordinary people we’ve interviewed and long-form articles we’ve published over the last year.
Editor’s note: Scott Weiss is a partner at Andreessen Horowitz and the former co-founder and CEO of IronPort Systems, which was acquired by Cisco in 2007. Follow him on his blog or on Twitter.
There are already very good lists of startup lessons written by really talented, experienced people (here and here). I’d like to add another one. I learned these lessons the hard way in the past four years. If you’re starting a company, I hope you have an easier path.
Last fall, we overheard that Twitter Engineering Director David Loftesness had some solid wisdom about training newly-minted engineering managers — an often precarious transition. So we sat down with him to see what tips he had to offer, and we were blown away.
The average tech CEO works about 300 days a year, 14 hours a day. That’s 4,200 hours a year. The stats for most other tech leaders and startup employees aren’t too far off. It sounds like a lot of time, but for most, it’s not enough. Nearly 30% of that time gets sunk into email.
Is this a silly decision not deserving deliberation? Maybe. But I bet you’ve been there. If not about food, then about something else. We spend an inordinate amount of time, and a tremendous amount of energy, making choices between equally attractive options in everyday situations.
For leaders assuming the CEO title for the first time, taking time to learn and think translates into early successes. But the problem is there’s little time to do either.
During a time when many retailers are struggling, business is booming at Target. But it wasn’t too long ago that the discount retailer’s future didn’t glow so bright.
A successful digital transformation requires making trade-off decisions. Here’s how successful CEOs guide their business’s reinvention. Being the CEO of a large company facing digital disruption can seem like being a gambler at a roulette table.
How do CEOs who sleep for only four to five hours daily and manage to function and run multimillion-dollar companies? originally appeared as a question on Quora. Below we are republishing an answer from Alexandra Damsker, a CEO of a successful startup.
This post originally appeared at LinkedIn. Follow the author here. As co-founder of Hotwire.com and CEO of Zillow for the last seven years, 39-year-old Spencer Rascoff fits most people’s definition of success. As a father of three young children, Spencer is a busy guy at home and at work.
We all know that job satisfaction often hinges on the quality of the relationships we have with our bosses. Yet in today’s rapidly evolving, 24/7 workplaces, it’s not always clear what managers should do to create the most satisfying work experiences and the happiest employees.
The following is an excerpt from my new book, 100 Tricks to Appear Smart in Meetings — out now! Get it here. In a brainstorming meeting, the pressure of coming up with incredible new ideas can be debilitating. Luckily, the last thing most corporations want is new ideas.
If writing a letter a hundred years ago was the equivalent of sitting down with someone in a quiet room and talking face-to-face, writing an email today is like yelling at someone across a noisy intersection while they’re rushing to an appointment. Everyone is overloaded and overbusy.
One of the most pressing challenges facing any startup is figuring out how to gain traction with that early set of customers.
Kim Scott had one thing to do that day. She was going to price her product. It was the year 2000, she was the founder and CEO of Juice Software, and she had blocked off her whole morning to make this decision.
This post by LinkedIn Influencers Jack and Suzy Welch originally appeared on LinkedIn. Getting the answer right can drive an organization's culture and performance to new levels. Getting it wrong can too — downwards.
Rumblings of discontent about executive wages, the 1%, and wealth gaps know no borders. And neither does fierce debate about income inequality in general. But until now, it’s been relatively unclear how much people think CEOs should really make compared to other workers on a global scale.
The best founder/CEOs want to build long-lasting, strong companies. But this isn’t just a want, it’s necessary— especially today as companies stay private longer. CEOs who expect their companies to be acquired as a “quick exit” aren’t going to have it easy.
We can get rid of bad bosses once and for all. At least that’s the promise of a radically new type of organization based on blockchain technology. It’s called a Decentralized Autonomous Organization and it has no CEO, CFO, or VPs.
Turning 30 can be a turning point in a person’s life, and career. It’s the point where career goals start setting in and the hunger to land a spot in the corner office increases. So we asked some CEOs what they would want their employees to have done before they turn the big 3-0.
Successful CEOs never stop learning. Personal growth is almost as important as hard work in building a winning business. Many entrepreneurs accomplish this through workshops, conferences, and even a few continuing education courses.
Almost every startup company starts off “scrappy” and there’s a well established culture in the tech startup scene to embrace the “be cheap at all costs” mentality.
Let’s say you run a UX team. Better yet, let’s say you don’t. Let’s say you just want to do great work. You’re a consultant. You’re a newbie. You’re an intern. Your position is irrelevant. So is your title. What’s important here is that you want great UX to happen.
Having a meeting with the CEO can be daunting to say the least. Knowing the right thing to say, how much to say, or whether to keep it brief is incredibly advantageous. We reached out to some high-profile CEOs to get their perspective on what they expect out of a meeting.
Look at any CEO running a profitable company and you’ll find someone who has figured a few things out. One trait many of these leaders have in common: consistency. Check out these quotes from 30 successful CEOs regarding the daily habits that help them get ahead in business and life.
We all know that having a mentor is one of those things you’re “supposed to do” to be successful. But, the reality is that there aren’t nearly as many good mentors out there as there are people who need them. What’s a guy (or gal) to do?
Ten-year CEO studies conducted by a team of psychologists, economists, statisticians, and data scientists don't come along every day (but still more offers for a 0 percent APR credit card do--the injustice of it all).
Validating the demand for your product is more important than ANYTHING. More important than features, your team, design, pricing, etc. Without market validation you’ll have a product that no one will pay for.
Building a great leadership team is one of your most important jobs as CEO. But it can also be one of the hardest. What makes it so hard is that you not only have to find a domain expert but a strong leader who inspires results far beyond your team's abilities.
Great leaders, especially in large organizations, aren’t really people. They’re mental images. They may be flesh and blood to the senior team and the assistants in the C-suite, but to people in outer orbits, from operational departments to business units, they are imaginary constructs.
Editor’s note: James Altucher is an investor, programmer, author, and several-times entrepreneur. His latest book, “Choose Yourself!” (foreword by Dick Costolo, CEO of Twitter) came out on June 3. Follow him on Twitter @jaltucher. This is going be a bullet FAQ on starting a business.
Tesla, the electric-automobile manufacturer led by famed CEO Elon Musk, has struggled mightily with safety over the past few years.
When I was a kid, back in the 90s when Spice Girls and owning a pager were #goals, I dreamed of having a car and a credit card and my own apartment. I told my 8-year old self, This is what it means to be an adult. Now, seventeen years later, I have those things.
When, at age 24, I told my boss (somewhat tongue in cheek) that I wanted to become a CEO, he nearly fell off his chair. It was 1974; I was a software developer working for IBM. At that time, lowly engineers were not expected to aspire to roles reserved for successful salespeople.
Editor’s note: Alexander Haislip is a marketing executive with cloud-based server automation startup ScaleXtreme and the author of Essentials of Venture Capital. Follow him on Twitter @ahaislip. Congratulations. You’re the CEO of a startup. You’re doing the hardest job in business.
I started angel investing almost by accident, which sounds strange to say. Who “accidentally” invests tens of thousands of dollars into highly speculative ventures? Well, I did. A friend introduced me to Clayton Christopher, who was raising money for his new liquor company Deep Eddy.
Every entrepreneur starts her company with a clear vision for success. You will create an amazing environment and hire the smartest people to join you. Together you will build a beautiful product that delights customers and makes the world just a little bit better.
Suppose we look through the other end of the telescope: When a corporate board actually hires a new CEO, what specific qualities are they looking for? Lots of people have (e.g.) top-school MBAs and elite consulting experience — but they don’t all become CEOs.
For many, modern-day work life means 24/7 connectivity, a constant barrage of emails and meetings, and the feeling you're drowning in information. Luckily, there are numerous apps out on the market that can help you reclaim your sanity and help you be more productive.
Recently, on my YouTube show, my editor in chief Steve Unwin asked me a question that I thought was very poignant and interesting. Even more so than that, it felt daring. He wasn’t nervous to ask it. And it got me thinking about all the questions I’ve been asked as CEO of my company VaynerMedia.
Strong team leadership isn’t enough. New research shows the importance—for business impact and career success—of also mobilizing your boss and colleagues.
A good book will make you think; a really good book will change the way you do it. Fortune asked 18 CEOs, luminaries, and rising stars to name the one book they read this year that altered their perspective on life or business.
By far the most difficult skill for me to learn as CEO was the ability to manage my own psychology. Organizational design, process design, metrics, hiring and firing were all relatively straightforward skills to master compared to keeping my mind in check.
The Chief Executive Officer is one of the most coveted titles, and least understood jobs in a company. Everyone believes that CEOs can do whatever they want, are all powerful, and are magically competent. Nothing could be further from the truth.
Today’s topic is very near and dear to my heart because it’s all about me. Well, not me, specifically, but me, the Founder and CEO. Therefore, if you’re the Founder and CEO of your own company (or a want-to-be), then it’s really all about you. Everything in your life starts with you.