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I’ve been a big supporter of Startup Weekend, locally and nationally, since the very beginning and I’m continuing to do so by both sponsoring and mentoring in the NEXT Boulder program. NEXT by Startup Weekend is a wonderful next step for entrepreneurs looking for feedback on their idea or early business, while heavily leveraging the Lean methodology. Below are the words of Ken Hoff, an up-and-coming leader in the Boulder startup community. As the City Coordinator of the NEXT program, check out what he has to say about why he thinks the program is valuable. Ken can be found at @ken_hoff or firstname.lastname@example.org. Following are Ken’s thoughts on NEXT Boulder.
NEXT Boulder is a 5-week pre-accelerator program, beginning on 10/15. Entrepreneurs will be immersed in the skills and tactics their startup needs and will get consistent advice and feedback from the best mentors in Boulder. Sign up here!
As a recent graduate of the Computer Science department at CU Boulder, I’m really lucky to have found what I want to do for the rest of my life, even if it was only recently. During my senior year, I took “Startup Essentials for Software Engineering” (taught by Zach Nies of Rally Software) and I can confidently say it was the best class I ever took at CU.
We learned how to take an idea and turn it into a company the right way using the Lean Startup process. We learned how to do customer development, conduct empathy interviews, and build a real MVP (not just an alpha version). We learned hands-on, functional, pragmatic skills for building a startup; not high-level theory or “how to write a business plan.” We got off the ground and out of the building right away.
Not everyone gets to have this experience – I was lucky to be a student at the time it was offered. For those of us who aren’t in school, you can try to do it all on you own, but you have to rely on the generosity of mentors to give you their time and their feedback. Accelerators and incubators can offer this, but they require you to have your business already in motion and are difficult to get into.
That’s why when NEXT decided to hold an event in Boulder, I jumped at the chance to help. I want to give entrepreneurs the same awesome resources I had as a student. NEXT can give aspiring entrepreneurs three major tools:
1. A cohesive, comprehensive curriculum on how to build your startup, with clear, pragmatic directions on what steps to take next.
2. The ability to work on your idea – something that you’re vested in and passionate about – and the confidence to take that idea to a competition or accelerator.
NEXT Boulder runs from 10/15 to 11/12, and consists of weekly 3-hour sessions on Tuesday nights at the Silicon Flatirons Center in CU Law. Single founders can sign up, but co-founders are encouraged to attend together.
If you’d like to:
Sponsor NEXT, contact me at email@example.com for more information. It’s a great way to get your product or brand in front of lots of early-stage entrepreneurs and great mentors from Boulder.
Mentor for NEXT, contact me at firstname.lastname@example.org for more information. This is a great chance to give back to the Boulder startup community and see what the next generation of entrepreneurs has to offer!
A big thanks to Brad Feld for his generous donation, as well as Silicon Flatirons Center for the use of their space. NEXT provides entrepreneurs with the right combination of everything they need: skills, feedback, and the motivation to keep it going. I’m really looking forward to seeing a lot of great companies come out of the program!
Matt Blumberg’s new book, Startup CEO: A Field Guide to Scaling Up Your Business, is about to come out. If you are a CEO and haven’t preordered it, I recommend you go get it right now.
I had a chat with a CEO I work with who has had a challenging year scaling up his company. He – and the company – have made a lot of progress after hitting a low point this spring. After the call, he sent me the following note he has pasted on his desk.
1. Lead by example by holding myself and all accountable, no matter how hard.
2. Set the overall vision and strategy of the company and communicate it to all stakeholders.
3. Recruit, hire, and retain the very best talent and inspire them.
4. Makes sure there is always enough cash in the bank.
5. Be the advocate for the customer over the company’s short-term needs.
6. Drive the execution and evolve the operating system.
7. Champion the company and our mission to the world.
You might recognize #2, 3, and 4 from Fred Wilson’s magnificent post What A CEO Does. I give a talk for many of the Techstars CEOs called “How to be a Great CEO” and I focus the conversation around Fred’s points. Matt’s book also uses Fred’s three points as a framework. And when I think about how a CEO is doing, I always start with 2, 3, and 4.
I’ve come to believe that you can’t be a great CEO if you don’t do these three things. But, great CEOs do many more than just these three things. So – I view them as “price of admission” – if you can’t / aren’t doing these three things, you won’t be a great CEO.
I always encourage the CEOs I talk with to create a clear framework for what they are doing. What you are doing, and spending time on, will change over time based on the stage of your company. When you are 10 people, you’ll have a different set of priorities then when you are 100, or a 1,000 people. But having a clear framework for what you, and how you do it, is powerful.
I love what this CEO has done to make Fred’s framework his own. Notice that each sentence starts out with the imperative form of an action verb (Amy told me that – doesn’t it sound smart!) – basically a statement of action. Lead, set, recruit, make, be, drive, champion. Great words.
If you break it down, it also defines a value set for the CEO, and for the company.
Finally, you are going to hear a lot more from me about the Company Operation System (what you see in #6). That’s the essence of what Matt Blumberg has figured out in scaling up Return Path, and uses to define his approach to scaling a business in Startup CEO: A Field Guide to Scaling Up Your Business.
My experience with all of this is that it’s incredibly hard, breaks regularly at different points in the life of a company, and requires a great CEO to continually grow and learn from mistakes, adjust course based on new information, and work diligently at being honest with himself, his team, and his board about what is going on. But, if you get it right, it’s magical.
Though it may seem as if politicians in Washington, D.C. have a hard time agreeing on anything, those on both sides of the aisle seem increasingly keen to support entrepreneurs and their communities. Some recent examples include the passage of legislation expanding crowdfunding under the JOBS Act and meetings similar to one hosted last month by the Global Accelerator Network in which we worked with the Small Business Administration to gather 16 accelerators to demo their programs for the White House and SBA funders.
Much progress has been made to ensure that those in Washington are hearing entrepreneurs’ concerns, but we still have a long way to go – especially with connecting politicians to those in the seed-stage technology sector. Politicians in our federal government are listening to entrepreneurs, but we very rarely see congressmen personally sit across the table from early-stage tech investors and their founders. When this does occur, however, representatives learn much more about what startups really want and need than they would hearing feedback through second or third parties, and they’re much more likely to take supportive action.
That is why the Global Accelerator Network is thrilled to support the first ever Startup Day Across America on August 29. This one-day bipartisan event, led by the U.S. House of Representatives Caucus on Innovation and Entrepreneurship, will connect members of Congress with startups and accelerators in their respective districts. We believe this is a great opportunity for startup communities to connect with their congressional representatives – both to highlight the positive contributions startups bring to their communities, as well as raise awareness about startups’ needs on a local and national level.
If you are interested in learning more about the Startup Day Across America, please contact Eve Lieberman in Congressman Jared Polis’ office who will connect you with the person leading the charge in your district.
As Amy and I get to the end of Season 2 of Battlestar Galactica, I’m noticing more and more management and leadership lessons. Oh – and it’s awesome SciFi.
In my experience, it’s a challenge for CEOs and management teams to get focused on a small set of numbers that drive behavior. I talked about this in my post Three Magic Numbers. I regularly suggest that you should only have three numbers that you focus on daily – that reflect “what is going on right now in the business.”
You should be able to discern what is going on from the daily trend of these numbers. Sure – you’ll look at plenty of other numbers, but these are the three you focus on every day. You don’t need fancy tech for this – just a white board.
If you are a BSG fan, you’ll recall the white board behind President Roslin’s desk. It has one number on it. The number of survivors alive at that moment. This number started showing up in the opening credits some time in Season 2, and after a few episodes I noticed it changing each time in the credits, often based on what had happened in the previous episode.
This is BSG’s KPI. The number of humans alive. Right now.
When I reflect on this KPI, I realize it drives all the behavior on BSG. The easy behavior to focus on is keeping the number from decreasing. But as Gauis eloquently states late in Season 2, if the trend line continues, based on a complex regression analysis he’s done, the human species will be extinct in 18 years. Soon after, Admiral Adama reminds Roslin that the number generally just goes down, and that Roslin had said early on that if the human species is to survive, the colony needs to start “making babies.”
This is an obvious set up for a much more complex social issue – that of pro-life vs. pro-choice. But obvious set up aside, Adama is focusing on the KPI and reminding Roslin that the goal is for it go up, as well as not go down. It turns out there is a lot of richness in the number.
In my world, as companies grow, I notice a proliferation of KPIs being tracked. On a periodic basis, I encourage CEOs to keep paying attention to all the numbers, but surface – on a daily basis – the three magic numbers that drive their business.
Do you know your three magic numbers?
One of my favorite acronyms of all time is IHTFP. Its originated at MIT in the 1950s and has achieved widespread adoption. And yes, it does actually stand for I Hate This Fucking Place, which as any MIT alumni will tell you, is part of the beauty of the MIT experience.
Today, I was in a meeting helping a CEO work on an upcoming investor pitch and told him that his problem was that he wasn’t getting to the fucking point. I scribbled down GTTFP. I just looked it up and lo and behold a new FLA (the cousin of the famed TLA) has now entered my vocabulary. It’s got nice onomatopoeia if you say it just right.
I’m on the receiving end of people who can’t seem to GTTFP multiple times a day. It’s especially true when someone is trying to create false intimacy at the beginning of a conversation, is using ancient sales techniques like the endless rhetorical question to try to build agreement from me, or is simply in a “tell rather than show” mode where they figure that if they beat me over the head with words I’ll read the conclusion they are trying to beat me over the head with.
Now, GTTFP is different than bloviating. While I don’t think I actually bloviate, I’ll often suggest that someone has just been on the end of a rant or a space jam of mine, which I often refer to as a good bloviate on my part. However, my bloviating almost always is storytelling – where I’m trying to give an example, or a lot of examples, by “showing rather than telling” to make a point.
But GTTFP is just an avoidance of actually getting to the point. Or its a ramble that doesn’t focus on what is trying to be communicated. Or it’s an effort to build connection in advance of making a point, which often comes across as saccarine.
Enough – GTTFP. Which is to say, simply, GTTFP.