General Business

We have a great partner dynamic at Foundry. We’ve all worked together for at least 7 years (in some cases over 10 years) and are close friends as well as colleagues.  We also have pretty varied styles and opinions.  Case in point – Brad’s recent post on his travel habits.  I couldn’t be more different in how I approach travel. Heading to the west coast, Brad likes to get up insanely early and take the 6am flight to SFO so he can start his meetings at 8:30.  I’ve done that about a dozen times and finally realized that I just can’t deal with the 22 hour day that results from it.  I was doing it a lot on Mondays and…

I have a few pet peeves about personal business habits that I’ve joked about in the past (see How do you sign your emails and Where was that you went to school, for example). Here’s another one that’s been bugging me lately: outgoing voicemail messages With apologies to my many, many friends who do this, it really bugs me when people have their assistant leave their outgoing voicemail message. I get it – you’re busy; you’re very important; you have an assistant; you don’t really have time in your schedule to deal with things like setting up your voicemail. But really? Do you honestly not have the 30 seconds it takes to set up your own personalized outgoing message? Or…

Atul Gawande has an outstanding article in this week’s New Yorker entitled “The Checklist” (full article available) that describes how explicitly defining the steps in complex processes (and then following those steps religiously) significantly reduces errors in certain intensive care procedures. Creating explicit checklists of steps for common ICU procedures resulted in far fewer infections and other complications and an unbelievable amount of money and time saved (not to mention the number of deaths averted). It’s truly mind boggling and a great example of Occam’s Paradox, which I wrote about a few years ago on this blog (for those of you who don’t want to link through, Occam’s Paradox is the idea that while the “challenges we face in life…

“When you know it’s not right, it isn’t.” A fellow board member said this to me a few months back and I wrote it down as something I wanted to remind myself of every once in a while. She was referring to the human tendency to act slowly in the face of clear evidence and in particular to venture capitalists’ reluctance to be decisive. While I don’t fully subscribe to the “Blink” theory on decision making, I find it excruciating when decisions are drug out unnecessarily. Don’t do that.

So now that you are arguing for consensus at your meetings rather than arguing to win, how much is that tete-a-tete costing you anyway? Here’s an amusing answer to that question. I just ran a hypothetical meeting with a VP Sales, COO and Director of Biz Dev. They couldn’t agree on anything and our meeting ballooned into an hour long discussion. The grand total? $169.56. A waste of time and money . . . hypothetically speaking . . .

Someone recently told me about being stuck in a group where people were arguing to win, rather than arguing for consensus. Whatever it was they were talking about didn’t get solved and a bunch of people left the meeting annoyed. I’ve not heard anyone describe the difference in debating style to me in this way before and think it perfectly captures a huge distinction in the polar approaches some people bring to a group decision making process. On the one hand, you’re already right, don’t want to hear about what anyone else says and your only goal is to get the group to make your decision. You probably don’t hear a lot of what other people say, because you’re too…

I’ve written a few posts about my general concerns over our economy (we save too little, have too much debt, etc.). I’ve received my fair share of feedback that outlined all the reasons why the world had changed, that certain leading indicators no longer mattered, etc. That’s all wishful thinking in my mind – we live in a world of real and repeatable cycles. And while overall the global standard of living has gone up over time and the duration of our periods of growth have lengthened, our economy and the world economy is cyclical and generally speaking follows repeating (if not predictable) patterns. With that as a backdrop, I was fascinated by a Merrill Lynch report (see 1980’s Redux)…

Brad put up a post last night about how tight StubHub is (see “StubHub Seriously Has Its Act Together“). I promised a post on my rockin’ StubHub experience buying tickets to Game 4 of the NLCS in “Jumping on the bandwagon” so here goes: The thing about specializing in a specific vertical is that if you get it right, the experience is worlds better than your generalist competitors. When StubHub was started conventional wisdom suggested that eBay had a lock on all things auction. But it turns out that there are plenty of very specific niches for which the eBay one-auction-fits-all model falls short. Ticket sales is clearly one of them. If you’ve ever tried to buy or sell tickets…

On a recent trip to Chicago I had the chance to visit Dick Costolo, former CEO of FeedBurner and now proud employee of Google. Brad and I took Dick out to a congratulatory dinner. Before we went out Dick gave us a tour of Googleplex Chicago. As we walked around the impressively decked out office (200 inch screen in the presentation room? Wow!) he told us how smoothly the operations ran at Google. “Everything just works” he said, demonstrating the video conferencing system. On top of that, the systems in the Chicago office are exactly the same as the systems in every other office. Learn how to do something in Chicago and you know how to do it in Palo…