founder questions

Congratulations! You've gone public, something to which many founders aspire but few achieve. In addition to the extra wind in your sails from the capital markets and the quarterly scrutiny of your performance (both huge factors to adjust to), you have a third concern: the stock price.

Read more Show less

I've always hated annual reviews. That's not an encouraging start to giving advice, I know, but it's my reality, and unfortunately it's all too common. So why do so many of us loathe annual reviews?

For starters, they take too long. At all of my previous companies, we would spend at least three months on the process, from individual reviews to manager feedback to compensation and promotion approvals. The annual review conversation has also never been very useful outside of inducing anxiety at the end of the year; Due to its infrequency, the ups and downs of the year aren't accounted for, and we learn very little as managers and employees as a result. Topping it off, annual reviews have historically just been about performance, leaving a critical piece — employee engagement — unaddressed in the most influential evaluations throughout an employee's career.

Read more Show less

As a CEO, your time is a vital company resource. How you spend your workday — the meetings you're in, the initiatives you weigh in on, even where you are physically — influences how decisions are made.

I've long described decision-making as the defining factor of company culture because it determines how leaders lead and how teams collaborate, and every competitive advantage (or disadvantage) stems from these two factors. This means you set the tone for your entire culture, whether you realize it or not, just by how you spend your day. No pressure.

Read more Show less

Trending