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Entrepreneurs of a certain age need to accommodate the changes in attitude on the part of the younger generation or risk becoming dinosaurs, writes the author, who turned to entrepreneurship after a career in the U.S. Army and at a major corporation. Today's young people are technologically savvy, casual about dress and deportment, and forward about expecting to advance at a younger age, he says. He includes tips for adjusting one's management style to help -- rather than change -- the new generation.
In this Collection overview article, this entrepreneur and director argues boards of directors are critical success factors in fast-growing companies. This expert debunks a set of common misconceptions many entrepreneurs have about boards and outlines why an entrepreneur should build one.
When it comes to compensation, the issue is not what you can pay, but what you can offer to the people you need to grow.
When key leaders are ready to move on to new challenges or even retirement, their legacy can be greatly diminished without good succession planning.
Pairing with charities enables entrepreneurial companies to offer a morale-boosting perk to employees while enhancing traditional marketing strategies, says the founder of a consultancy that facilitates such sponsorships.
When looking to recruit CEOs for his companies, the entrepreneur author argues it's critical to consider in candidates a range of character traits, such as broad experience, objectivity, and respect for others. He shares his experiences in making the right and sometimes wrong hires and reveals key lessons learned.
As your business grows, plan a method for recruiting and hiring the very best people you can find. It will be important to hire the right top managers and let these managers recruit and hire the staff.
Leading an entrepreneurial organization primed for growth requires that the right people are filling the right roles on your management team.
This entrepreneur shows how entrepreneurs can hire using the open house method. This process enables you and your top team to review a large pool of candidates that you may have not even considered if all you had seen were their resumes.
Entrepreneurs, in particular, are having troubles with today's widespread age-disconnect between managers and employees. The many twentysomethings who are launching companies these days hire workers who are both younger and older than they are, writes the author, a frequent EntreWorld contributor. She maintains that to manage this so-called "generation gap," you'll need to build a common understanding based on your company's values.
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