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What's to be done about performance reviews?
9/27/2007
Summary:

This article is thought-provoking and will help entrepreneurs build both philosophy and practice concerning performance. For example: Should reviews be more about improving the company's results or more about improving the individual's performance? The extensive commentary from individual managers is especially valuable.

Go To Source (hbswk.hbs.edu)
What's Your Business Really Worth?
9/27/2007
Summary:

Building a business to sell? Here's a dousing of cold water to keep you from inflating its value beyond reality. See also the eVenturing Collection "Valuing Pre-revenue Companies" for additional details on a topic dear to nearly every entrepreneur's heart.

Go To Source (www.inc.com)
When Start-Ups Can't Sell
9/27/2007
Summary:

Start-ups face special marketing challenges, not the least of which can be the founder's ego. This article is an excellent in-depth review of the big sales problems startups can experience--and how to solve them.

Go To Source (www.angel-investor-news.com)
Where Are the Women?
9/27/2007
Summary:

Keeping your talented women executives on board may be tougher than keeping your men. Despite aggressive anti-discrimination efforts and myriad opportunities, women still hold significantly fewer top corporate posts than men. There are clear reasons for it, too, which entrepreneurs need to know.

Go To Source (www.fastcompany.com)
Why Develop Your Employees?
9/27/2007
Summary:

Be sure to spend at least as much time orienting and training new employees as you did to hire them. And then continue to oversee their development. Why? New hires, especially, need focused guidance to make the most of their talents and do it effectively in your organization. Plus, you are grooming them (we hope) to run the business so you can grow the company.

Go To Source (washington.bizjournals.com)
Why Employees Should Lead Themselves
9/27/2007
Summary:

Want to spark innovation? Let your employees lead themselves while you behave as managing director. It works, sometimes, but it's clearly not for everyone because it comes with its own special challenges. This article is a brief, informative introduction to the concept.

Go To Source (money.cnn.com)
The Operational Risk Management Rules of the Road
9/20/2007
Summary:

What's your quantifiable risk in conducting (or not conducting) specific business activities? Operational Risk Management (ORM) has stepped up as a practical tool for finding out, especially in technology-related arenas.

Go To Source (www.ecommercetimes.com)
The Scientific Way to Determine the Price of Your Products or Service
9/20/2007
Summary:

Setting prices that yield profits means testing and monitoring. Test offers for responsiveness and for cost effectiveness. Monitor competitors to stay one step ahead (or keep up!) and suppliers to reduce costs as much as possible.

Go To Source (www.nfib.com)
The Venture Capital Aptitude Test (VCAT)
9/20/2007
Summary:

Want to graduate from entreprneur to venture capitalist? Take the VCAT (venture capital aptitude test) to see if you've got the right stuff. Hint: You need more real-world experience than crunching numbers and drawing up business models. A lot more.

Go To Source (blog.guykawasaki.com)
Things Leaders Do
9/20/2007
Summary:

The top leader at GE, Jeff Immelt, shares the 10-item checklist he uses to do his job. It will work for you and your managers too.

Go To Source (www.fastcompany.com)

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