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Sunday, 16 February 2014

Qualities to Look for in High-Performing Employees

Qualities to Look for in High-Performing Employees

With so much attention paid to innovations and disruptive business models in the venture capital and startup world, it can be easy to overlook the vital importance of great people.

These words should be recalled again and again when recruiting people 
“What I’m interested in is investing in people.”

Of course, every company wants stellar employees who are impactful, high performers. Identifying those high performers, however, takes hard work in recruiting, screening resumes and interviewing.  

Here are five key attributes that CircleUp looks for in candidates, in no order:

 I’ll take intelligence over experience any day of the week. Job descriptions alone can intimidate a lot of people -- particularly younger people, who often feel that they lack the experience that the job description suggests they will need. That’s unfortunate, because I’ve found that most of the time intelligence trumps experience. An intelligent candidate can quickly learn a job and frequently ends up doing it better than someone (less intelligent) who has been doing a similar job elsewhere. Experience is certainly valuable, but brains are the horsepower that drives the business.

Ownership and pride: 
"Run the mile you are in." This is a distance-running mantra from Runner's World Editor-in-Chief David Willey that I think applies to many aspects of our personal and professional lives. No matter your current job or where you are in your career, are you focused and engaged and do you take ownership? Do you have pride in what you are doing? Do you have pride in your colleagues and your company? “Run the mile you are in” applies not only to distance running; it applies to life, and it applies to how you will succeed -- or not -- as a teammate in business.

Work ethic: 
What we are doing -- redefining the private equity investing model and bringing fresh capital to consumer goods startups -- requires both smart and hard work. We achieved strong growth in 2013, our first full year in business, because our team works very hard. It’s more than that, really. It’s teamwork that is self initiated. The valued employee is not only the one willing to work hard; she is the employee who searches out ways to contribute most. She should have a work history of having demonstrated not only a willingness to contribute, but a desire to lead, come up with ideas on her own and to grasp fully the feeling of pride in his or her accomplishments.

This is an attribute that is not always easy to flesh out. But it is too important to gloss over in the interview process. I try to gauge integrity by asking interviewees for examples of difficult decisions they have had to make or ethical dilemmas they've faced. I'm looking for candid responses as to how they handled these situations. What was their decision-making process?

This is my version of the ‘no jerks’ rule. So much of what we do involves collaboration that we must have team players across our business. It is good for business results and our corporate culture. I’ve met nice people who just weren’t effective teammates, but I haven’t met a lot of great team players who were jerks. This is what Reed Hastings, in his manifesto Netflix Culture: Freedom & Responsibility, calls selflessness. I want people who are ego-less and put the interests of the company above their own and are eager to share information and help their co-workers.

This year, we will hire a substantial number of new employees. We’ve had great success in our first two years recruiting fantastic talent. I see it in our productivity and growth, and in the endorsements we receive both from investors and startups. It is also evident in the engagement and enthusiasm I see among our team members -- smart, hard-working people thrive alongside other smart, hard-working people.

Enthusiastic and Positive minded people looking for Jobs ,

Good Ideas for Start-Up Businesses,
Ideas for Start-Up Companies,Small Business Startups Ideas,
Paul Graham Startup Ideas


Surbhi Maheshwari [MBA Fin / Mktg ] 
Manager Finance
On Line Assistence :

Friday, 14 February 2014

10 Tips to Turn Your Startup Dream Into a Reality

Every entrepreneurial venture starts with a good idea, evolves to a bunch of amazing ideas, and with any luck, ends up as a successful business.

But how do you move from that first idea to your final success? In our book, Small Business, BIG Vision, my brother and I talk a lot about this. We discuss how having a big vision is so important, but that it doesn't mean anything if nothing comes of it.

Here are 10 steps to move your dreams into reality:

1. Define the difference. You need to be clear about how your product is unlike other competitors.

Suppose your dream involves a new type of social media that lets you create online collections of visuals that people can share. Are you talking about Pinterest? Slideshare? Instagram? You need to set yourself apart. If your idea is not clearly defined, people may have a "been there, done that" view of it.

2. Look for the problem-need-want your idea solves. Will it shorten the time it takes to do something? Does it make it easier to find something? Can it make something more exciting or more functional? If your product or service doesn't address an identifiable problem, need or want, why would anyone spend money on it?

3. Use clear, strong words. This is not the time to say, "It's kinda like this...." Find the exact right words and avoid jargon. Instead, focus on a description that can fire the imagination. If you can't get people excited about your idea, it's not going to go anywhere beyond your head.

4. Do your homework. Are you the first with this idea, or will you have competition? Research online, visit conferences in your industry, talk to experts and search for mentors. Do your due diligence now. You don't want to discover that someone else got there first after you invest valuable time and money.

5. Do your homework again. Even if no one else has your idea, someone may have another plan to solve the same issue your idea addresses. Look at any tangential businesses that may usurp your potential customer. You can do this determining and analyzing your competition. Think of this to help you: What might people spend their money or time on instead of your product or service?

6. Define your customer base. If you say "everyone," you're just being lazy and you're kidding yourself. Who are your product or service's early adopters? Will people choose your idea over something they already spend time and money on, or will they decide this is a brand new way to spend time and money? Which people will really, really want what you have to offer, and who will have to be educated or talked into it?

7. Determine your resource requirements. What exactly do you need to get started? Can you build it in your basement using standard tools and materials? Does everything depend on a website that distributes the service? Can you handle the startup alone or do you need a team? And if so, a team that includes who? How much money do you need to get your idea off the ground? This is not a fast process. Expect to spend a fair amount of time on research, checking with suppliers, and talking with industry experts and specialists.

8. Build a prototype. Yes, this is critical with a product, but just as important if you're offering a service. If you're creating a service, your prototype can be a process map that details customer contact points and what has to happen internally to meet customer needs. A physical prototype should be working and include a clear understanding of function, reliability and production requirements. If you can't actually build a real prototype at least have computer-aided designs with detailed specs.

9. Do the math. No plan is complete without a thorough financial analysis. This includes a realistic and convincing revenue projection and accompanying costs. You should be able to detail the estimated break-even point and future profits. If you need help on this part, get it. A bush-league financial statement can kill even the greatest idea.

10. Write your plan. I'm not talking about the pitch you give potential money people -- I mean your internal plan for taking your dreams all the way to the finish line. You need to have this in place for yourself, so that when you wake up tomorrow you know what to do. It will keep changing, and that's okay. In fact, it's important to maintain flexibility in your plan.

When you take the leap with your big vision, you'll either bounce, crash or fly. But one thing's for sure, you'll never find out if you don't take action. 

Entrepreneur Magazine,
Starting Your Own Small Busines,


Surbhi Maheshwari [MBA Fin / Mktg ] 
Manager Finance
On Line Assistence :