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Chasing an entrepreneurial dream can be an all-consuming effort. Particularly in those crucial early days of a startup, founders seem to eat, sleep and breathe their businesses. This naturally occurring tunnel vision has a purpose, of course, allowing entrepreneurs to give their business babies the time and attention they need to mature. But this heads-down mode is not without its drawbacks, one of which is neglecting to stay up on current events--particularly the happenings that can impact the entrepreneurs who are inadvertently paying no attention to them.
Something extraordinary happened in Kansas City last Thursday. For the second year in a row, some of Kansas City's largest organizations participated in a reverse pitch. KCNext, the host and organizer, brought in a capacity crowd of over 200 entrepreneurs and other Global Entrepreneurship Week event participants. There were 65 events in Kansas City spread across a week and a half. But this event was different. This one was special.
Lately, there's been a lot of talk about these people we call millennials. Namely, the current generation, Generation Y, those "entitled, narcissists who still live with their parents", according to Keith Wagstaff. From complimentary to derisive, countless writers have deemed it their duty to predict exactly what this generation will add or (as most reports warn) detract from our current society. But the truth is, nothing has been said about the "Me, me, me generation" that hasn't been said about every generation before them.
When considering the optimal number of founders for any new entrepreneurial adventure, the calculus extends well beyond simple formulas seemingly supported by observations of startup cohorts within specific industries. Famous technology twosomes that come to mind include David Packard and William Hewlett of Hewlett-Packard, Steve Jobs and Steve Wozniak of Apple, Paul Allen and Bill Gates of Microsoft, Larry Page and Sergey Brin of Google. In these examples, it is widely observed that these buddy teams complemented each other well in the early formative years of their companies.
Hiring a team for your startup should begin with a core team of three people and build from there. Read more about a strategy for building your team.
Hiring smart people for a new company is not enough, says Kim Popovits of Genomic Health. Read more about what she thinks is important when growing a company.
Entrepreneurs are a busy lot, and the busiest startup owners may take shortcuts when interviewing job candidates. But failing to ask the right questions in such situations could cost your business plenty.
Leave it to a Harvard Business School graduate to come up with a great idea for healthcare entrepreneurs. It's a service that pre-screens job candidates via video using your questions so you don't have to.
New businesses may find online communications a great tool for efficiency, but studies suggest hiring is best done the old-fashioned way. Read more about job candidates lying online.
If a business owner tracks employees’ social media activity, it requires striking a balance between company reputation monitoring and employee privacy.
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