Your most important startup asset: You
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The document provides advice to startup CEOs about focusing on their most important asset - themselves. It encourages CEOs to know their strengths and weaknesses, understand where their company is going, value their team members, and know when to stop or change ineffective efforts. The document stresses that CEOs should get real about their own abilities and assets, use their skills and network to take action, and stay sane in running their startup.
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Your most important startup asset: You
- 1. Your startup’s most important asset.
- 2. You
- 4. You are the CEO
- 5. You decide
- 8. But, do you know...
- 10. ...where you are going?
- 11. ... the value of others?
- 12. ...when to Know when to stop or eliminate effort. stop?
- 14. Get real
- 17. Use your network
- 18. Use your brain.
- 19. Stay sane.
- 20. So...
- 21. Get real
- 23. You take action!
- 24. Q&A
- 25. You!: Daniel Horacio Agostini http://www.flickr.com/photos/dhammza Wall of Converse: Trish Thornton http://www.flickr.com/photos/pigdump Stop 4: Aldo Risolvo http://www.flickr.com/photos/cataldo/ Disney - Happy Birthday Walt!: Joe Penniston http://www.flickr.com/photos/expressmonorail/ King of Lions: MaezetMan http://www.flickr.com/photos/mazetman/ Gone....but never forgotten!: Valerie http://www.flickr.com/photos/ucumari/ Remainder: istockphoto.com
Notas del editor
- Nuf said about me. Let’s talk about you.
- Fun & statusTip: be a manager, not just an entrepreneur. What’s the difference?Make $$$s
- Do you know what you want?You do the math of all bullshit. You are CEO, accountmanager, financial controller, personal coach, administrator, head of sales AND purchases, receptionist, customer care, etc.
- Realize: The world will continue without your businessThey don’t care. Especially not nowadays.
- You think you’re the lion, ey?
- You are the CEO remember?What are you going to bring to the world?Do you need stationary, website, insurance, office space, etc. to do that?
- Be open to critique and be prepared to question every assumption. Ask questions and feedback.Be prepared to give away.
- Efficiëncy! It is a business you know.Kill inefficiëncy. Outsource, take a shortcut, don’t do it, or work around it.Be prepared to put in the time on stuff that truly matters. Efficiëncy! It is a business you know.Kill inefficiëncy. Outsource, take a shortcut, don’t do it, or work around it.Be prepared to put in the time on stuff that truly matters.
- Know your limitations. Get real.
- People are willing to help a young enthousiastic Being the BenjaminBe prepared to take the risk to do business. No-cure-no-pay, lifetime warranty. Eleminate the risk for your customer.
- You do have a network. Utilize it. Six degrees of seperation (= bogus)Networking = what can I do for you.The resources are out there. Be selective (know what you need) and be prepared to ask for help, don’t expect anything.
- Use your skills Learn from the best. (Suggest some resources: 4HWW, GTD, ReWork, Eckart Wintzen (dutch), …) Don’t copycat, improve on the status quo in your business.
- Don’t be fooled. You all have great brains, use them wisely.
- Know your limitations. Get real.
- Know what you have and can. (Use the plenty benefits you have at hand)