Mike Faith, an EO San Francisco member, and CEO ofHeadsets.com
At Headsets.com, we’re approaching that time when we start creating our new management plan. Over the years, I’ve established five essential guidelines to help us create a plan that will not only be realistic but also engage and motivate employees:
Jon MacDonald, an EO Portland member, and president of The Good
This may come as a shock but on the other side of the screen, showing your brand’s website, is a human being. Not a user, a visitor or a hit, but a real live human being with a specific task in mind. This human being has come to your site to accomplish a task, and if your site is optimized to help them, not only do you win, but your customer wins, as well.
Worried about overhead and costs eating your business alive? Don’t be. By learning to make consistently intelligent decisions with your money, you could be increasing your profits by effectively working with what you already have.
As a plastic surgeon, I deal with unexpected complications on a daily basis. It’s the nature of the job, not to mention a big part of being an entrepreneur. To excel in business, you have to learn how to overcome challenges and gather as many lessons learned as possible along the way. Last year, I was faced with a dilemma that really put me to the test. The crisis occurred when we learned that we had to change breast implants in more than 600 patients due to an unexpected product recall from French authorities. As you can imagine, this presented a major obstacle: Not only did we have to unexpectedly operate on hundreds of patients, but we had to ensure that every operation went smoothly, all while sticking to a strict time frame. The pressure was on.
By Brian Cross, and EO Saint Louis member, and managing partner atElasticity
I was talking to a national business editor the other day about generating publicity, and I asked: “If 98% of businesses in America are small businesses, why do the local and national business media focus 98% of their coverage on large businesses?” The editor’s answer: “We’d love to cover more interesting small and mid-sized businesses, but the truth is that they don’t know how to articulate their story or work with us in a way that would be useful to our readers.”
You lead. You inspire. You create. It’s time to sit back and receive pearls of wisdom from the fountain of knowledge!
One of the most anticipated regional events of the year, EO Majlis Bahrain (21-23 February) offers an immersive learning and networking experience unlike any you’ve ever experienced. Packed with take-away value that you can immediately implement in your business, this once-in-a-lifetime opportunity is designed for members, by members.
Seth Goldman, the CEO of Honest Tea, recently spoke with EO at the Global Student Entrepreneur Awards (GSEA) Global Finals in Washington, D.C. As an entrepreneur, Seth has many passions, but it was his pursuit to see a more honest business environment that fueled the creation of Honest Tea, a bottled organic tea company. Quality products, sustainability, trust and honesty are just some of the company’s objectives to its ever-growing customer base that includes U.S. President Barack Obama. EO sat down with Seth to learn more about why he chose honesty to drive his company.
Starting up a business is no easy task, and it’s not surprising that the vast majority of entrepreneurs fail the first time around. Although there are a number of reasons many start-ups end up unsuccessful, most new business owners make the mistake of not recognizing or investing in their talent. The best businesses are built on the backs of the best people, and the only way to recruit, retain, and engage true high-performers is through a true obsession with talent.
By Stephen Perry, an EO Orange County member and Managing Director atJanes Capital Partners
Selling a business can be a difficult and tricky pursuit with many sand traps for the seller. And not all sellers engage investment bankers. Ironically, those who don’t are usually the ones who need assistance the most. As the managing director of an investment banking firm, I often hear horror stories from owners who tried to sell a business on their own or with the wrong advisor and, for one reason or another, ended up with a failed process. After completing more than 50 deals with a combined value of approximately US$5 billion, I’ve learned some vital lessons along the way.