What’s the best way to be a good manager?

Nick Mehta (CEO at Gainsight)
The Second-Timers: Nick Mehta, CEO of Gainsight – “Never Stop Hiring Reps” | SaaStr

You need to focus on product. You need to be sales-oriented. You need to be customer-centric. You need to be all about culture. The business model depends on all functions working in harmony.

What’s the best way to know if someone will make a good sales person?

Nick Mehta (CEO at Gainsight)
The Second-Timers: Nick Mehta, CEO of Gainsight – “Never Stop Hiring Reps” | SaaStr

Hire a few reps and see if they work out. Sales is one of the most measurable functions in any company. You can assess reps as easily as you can analyze any function in your company.

Sonya Meloff (Co-founder of Sales Talent Agency)
The World’s Best Interview Question | PROFITguide.com

1. In the first 30 minutes of your initial interview, decide if you would buy from them. 2. Find some proof that they have a strong work ethic. The clearest evidence is someone who knows their own performance numbers extremely well because hard workers love to be measured. 3. Dig into their sales metrics. How well did they perform compared to their peers? You should be looking for people who consistently rank in the top 25% of performers in each … (read more)

Steve W. Martin (Author of Heavy Hitter Sales Training)
What Separates the Strongest Salespeople from the Weakest

What separates high-performing salespeople who exceed their quota from under-performers who miss their quotas by more than 25%? 1. Verbal acuity. On average, high-performing salespeople communicate between the 11th and 13th grade level when scored by the Flesch-Kincaid test as opposed to the 8th and 9th grade level for underperforming salespeople. 2. Achievement oriented personality. They are fixated on achieving goals and continuously measure th… (read more)

What’s the best way to do sales?

David Skok (General Partner at Matrix Partners)
Why Churn is SO critical to success in SaaS | For Entrepreneurs

Getting to negative churn requires that you can do one or more of the following three things: 1) Expand revenue from your current product. This is best done by having a pricing model that increases the pricing according to some usage metric that will grow over time. 2) Up-sell customers to a more highly featured version of your product.
3) Cross-sell customers to purchase additional products or services.

David Jackson (Founder, Seeking Alpha)
With freemium, you know you’re solving a customer’s problem | A Founder’s Notebook

This is the beauty of freemium models. You create the customers’ problem by making them hit the paywall, and your conversion data tells you if the problem is serious enough that customers will pay to solve it.

Jon Miller (CEO and Co-founder of Engagio)
How to Turn Marketing Leads into Sales Leads – Marketo

A five-minute lead response means you’re four times more likely to qualify that lead than a 10 minute response, and a staggering 21 times more likely to convert than after 30-minute wait. SDRs [sales development reps] can focus on this fast response time whereas it will never be a quota-carrying reps top priority to jump on an inbound lead.

Seth Godin (Founder at Yoyodyne Entertainment)
Seth’s Blog: The train is coming

Action means change and change means fear, so of course we shouldn’t be surprised that people (and organizations) are often as motivated by the fear of loss as they are by the desire for gain.

Alen Mayer (President, International Association of NLP Sales Professionals)
Avoiding hype in sales | A Founder’s Notebook

You need to prove your credibility using third-party endorsements, certifications and awards your product or company won. Introverts don’t usually get swept away by a sales pitch, but they can be influenced by objective reviews or media coverage.

Jim Keenan (Founder at HeyBubble)
Demos can win sales if you do them like this | A Founder’s Notebook

The key to a successful demo is to make sure every feature, every function you demonstrate is attached to your buyer’s unique problems and challenges. If it’s not, your not giving a good demo. If you’re showing a feature and are saying; “If you… then this feature will…”, or worse, if you are just whipping features around like they are cars on a car showroom floor by saying “And the next thing I want to show you is”, you are doing it wrong.

Neil Murray (Founding Editor at TheNordicWeb)
Selling online products to offline businesses — Business Tips. — Medium

Rather than wasting your breath meticulously explaining every little feature and detail, all you need to focus on is the most tangible measurement of all: revenue. Tell them exactly how much more revenue they will generate using your solution compared to how they are currently operating. In other words, the goal of a demo is to show how this product enables the customer to achieve her goals.

Peter Nixey (Founder at Copyin)
Peter Nixey – Five techniques that measurably improved our…

Customer development is a very different process to sales though. Sales is about helping your customer to understand the product. Customer development is about helping the product to understand your customer. Don’t try and sell during the initial exploration.

Tomasz Tunguz (Partner at Redpoint Ventures)
The Innovator’s Solution for SaaS Startups – The Flywheel SaaS Company

There’s another, novel way of building companies that still isn’t very well understood. In this approach, the enterprise sales team is exclusively inbound. They are explicitly denied the option of seeking business outside the customer base, and must gin up business from only existing customers. The enterprise sales team is an up-sell and cross-sell team. In fact, so is the mid-market sales team. Only the SMB marketing team is permitted to acquire… (read more)

Mark Suster (Managing Partner at Upfront Ventures)
What Do You Need to Do to Improve Sales? Here’s a Start … | Bothsides of the Table

Many great sales starts with generating inbound marketing leads. If you create content marketing programs and drive traffic to websites where you can measure how long somebody spends reading your materials or downloading your white papers you’ve at least confirmed some level of interest.

Jon Miller (CEO and Co-founder of Engagio)
How to Turn Marketing Leads into Sales Leads – Marketo

The human touch enhances lead nurturing. Whether or not leads are sales-ready, SDRs [sales development reps] can nurture relationships with each interaction. By talking with more leads, you can offer personalized thought leadership and value around a lead’s individual pain points, and cultivate future demand.

Jason Lemkin (Managing Director at Storm Ventures, SaaStr.com)
Jason Lemkin: The Right Metrics For Your SaaS Startup | InsightSquared

There are two metrics aren’t discussed enough. The first is lead velocity rate. What rate are your qualified leads growing month over month? The second metric will help founders get from initial traction to scale: understanding revenue per lead and how that works across your company. Once you have a repeatable set of leads and lead velocity, you want to drive up the revenue per lead.

Ben Horowitz (Co-Founder & Partner @ Andreessen Horowitz)
Little Things – Ben’s Blog

If you are worried about making the quarter, then you should go on a few sales calls and see if you are selling your product in the most effective way possible. Are your sales people properly trained? Do they run a process that puts your product in the very best light and sets appropriate traps for your competitors? Are you selling at the right level in the organization? Is your product truly competitive?

Mark Suster (Managing Partner at Upfront Ventures)
When Should You Allow Exclusivity in Deals? | Bothsides of the Table

To craft exclusivity agreements, make them time bound, and name the competitor who you’re not allowed to sell to. If they won’t name the competitor, specify the industry or geographical region as narrowly as you can. In exchange for exclusivity, you want larger contracts, longer-term contracts, more commitments to success, and funding for accelerated development.

David Sacks (CEO at Zenefits)
New Sales Models – David Sacks, Founder and CEO of Yammer – YouTube

Understand that enterprises don’t operate with a single mind. We talk about companies like they are a person, but its actually not the case. It’s actually a lot of different people with a lot of different incentives.

David Sacks (CEO at Zenefits)
New Sales Models – David Sacks, Founder and CEO of Yammer – YouTube

Do you have a buyer? Do they have budget and authority? What’s the value propisition you are selling to that person AND to the company? Is your value proposition aligned to that buyer?

Danielle Morrill (Co-Founder & CEO at Mattermark)
22 Sales Tips From a First Time SaaS CEO

Cold emailing is actually not very effective. But lukewarm emailing works great for staying top of mind.

Danielle Morrill (Co-Founder & CEO at Mattermark)
22 Sales Tips From a First Time SaaS CEO

Make a playlist of songs to get pumped up, stand up while you do calls, speak loud and proud, no one does calls in a conference room.

Danielle Morrill (Co-Founder & CEO at Mattermark)
22 Sales Tips From a First Time SaaS CEO

Ask for the close. “Can I have your business?” “Let’s get your payment info so you can get started today. ”

Danielle Morrill (Co-Founder & CEO at Mattermark)
22 Sales Tips From a First Time SaaS CEO

Don’t assume “no” means no the first time. Try again, be more creative and focus on benefits not features or pricing.

David Jackson (Founder, Seeking Alpha)
To raise profitability, control tech costs in sales | A Founder’s Notebook

We permanently assign fixed tech resources to sales (a “pod”), and include those resources as part of the sales budget. Sales is then measured on net contribution (sales minus cost of sales).

Duane Sparks (Chairman of Action Selling)
The 5 questions every customer asks themselves before buying from you | A Founder’s Notebook

Do I want to do business with this person? Do I want to do business with this firm? Do I want and need these products and services? Does the value meet my expectations? Is this the right time to make a decision?

Geoffrey James (a contributing editor for Inc.com, is an author of the award-winning blog Sales Source)
10 Things Every Customer Wants | Inc.com

Why does a customer buy from one vendor rather than another? According to research recently conducted by The Rain Group (detailed report here), customers tend to buy from sellers who are superlative at the following tasks: (1) Bring New Perspectives and Ideas (2) Be Willing to Collaborate (3) Have Confidence In Your Ability to Achieve Results (4) Listen, Really Listen, to the Customer (5) Understand ALL the Customer’s Needs (6) Help the Customer … (read more)

Jill Konrath (Jill Konrath is a sales strategist, former Sales at Xerox, Hubspot)
How to Conduct a Premortem to Win More Sales

When I think about all the business I’ve lost over the years, 3 main themes come to mind: 1) I overlooked some critical piece of information. 2) I wasn’t working with the right decision makers. 3) My prospect decided it was easier to stay with the status quo.

Mark Suster (Managing Partner at Upfront Ventures)
What Do You Need to Do to Improve Sales? Here’s a Start … | Bothsides of the Table

If you have a product, knowing who the “typical buyer” by department or title is helps you greatly because you can quickly get to somebody likely to be familiar with the space in which you’re selling.

Mark Suster (Managing Partner at Upfront Ventures)
What Do You Need to Do to Improve Sales? Here’s a Start … | Bothsides of the Table

If you can’t identify a problem that a prospect has that you can quantifiably solve you won’t sell anything.

Nick Mehta (CEO at Gainsight)
The Second-Timers: Nick Mehta, CEO of Gainsight – “Never Stop Hiring Reps” | SaaStr

Success of your customers is hard and critical… Figuring out what your customer means by success, measuring it, helping to drive it and showing the client the results is a constant battle. But it’s a battle you need to win.

Stuart Silverman (‎CEO at SalesRamp)
How to sell your product when it’s vitamin and not a pain-killer

In general, your product falls into one of two categories. Either it is a pain-killer that solves a very critical business pain, need, or crisis for your prospect. Or it is a vitamin that doesn’t really solve any major pain or crisis, but is a nice-to-have and is just a better way of doing something.

Stuart Silverman (‎CEO at SalesRamp)
How to sell your product when it’s vitamin and not a pain-killer

How do we sell a vitamin? 1. Focus on increased revenue 2. Focus on increased budget dollars 3. Show how your product provides a competitive edge 4. Point out that 1-2 of your prospect’s competitors are using your product 5. Tie the sale to your prospect’s boss’s needs 6. Tie the sale to helping your prospect with his/her career 7. Create urgency by using a specific date

David Jackson (Founder, Seeking Alpha)
How exactly to write a cold-call email | A Founder’s Notebook

Flattery. Do you compliment them or stroke their ego a bit? Benefit. How will this benefit them (not just you)? Do you spell it out and is it a real benefit? Credibility. How can YOU be the person the other person would enjoy meeting? Call to action (aka the ask). He didn’t ask for a 60 minute phone call but a digestible request that seemed appropriate. Read it out loud. Read your email out loud with a timer. If it’s a longer than a minute, cut i… (read more)

Sam Altman (President at Y Combinator)
Startup Playbook

Try selling the product yourself first to learn what works. Hacking Sales is a useful book to read.

What’s the best way to be a good manager?

David Jackson (Founder, Seeking Alpha)
Minimize internal co-ordination costs | A Founder’s Notebook

Minimize internal co-ordination costs

David Jackson (Founder, Seeking Alpha)
What makes a great employee — Cameron Purdy | A Founder’s Notebook

There are three areas where VPs should ask their CEO questions: (i) Have I understood my goals correctly? (ii) Have I understood your input correctly? (iii) Can you help me solve my problems and achieve my goals?

Jeffrey Pfeffer (Professor of Organizational Behavior at Stanford Graduate School of Business)
Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-based Management

When a group does creative work, a large body of research shows that the more that authority figures hang around, the more questions they ask, and especially the more feedback they give their people, the less creative the work will be. Why? Because doing creative work entails constant setbacks and failure, and people want to succeed when the boss is watching.

Peter Fenton (General Partner at Benchmark)
Sunday Conversation #1: Peter Fenton, Benchmark Capital – Haywire

My partner, Bob, likes to say, “Be a learn-it-all, not a know-it-all. ” Being a learn-it-all means you have to be very self-effacing around what you do and don’t know, apply critical thinking, and don’t assume that what you’ve been told is right. That trait is a muscle, I think, that you have to continually work on

Ben Horowitz (Co-Founder & Partner @ Andreessen Horowitz)
Practical advice on how to train your managers | A Founder’s Notebook

Management training is the best place to start setting expectations for your management team. Do you expect them to hold regular one-on-one meetings with their employees? Do you expect them to give performance feedback? Do you expect them to train their people? Do you expect them to agree on objectives with their team? If you do, then you’d better tell them

David Jackson (Founder, Seeking Alpha)
Being metrics-driven leads to brutal intellectual honesty | A Founder’s Notebook

Being metrics-driven leads to brutal intellectual honesty. If your success is defined entirely by how well you achieve your goals and metrics, you’ll care only about which arguments are correct and which ideas are the best, irrespective of who they come from. Getting managers to be truly metrics-driven is far harder than it seems. In my experience, it also requires significant coaching.

John Beeson (Principal of Beeson Consulting)
Let Your Team Help You Manage Your Time

A few years ago I was asked to coach an executive I’ll call Tom. I suggested that Tom give thought to four questions: 1. Where could he add the greatest value to the company in his new role? 2. What were the topics and issues he should be intimately involved in — and which could he off-load to staff? 3. How was he spending his time today — and how would he like to be spending his time six months from now in order to devote adequate time to his v… (read more)

Sam Altman (President at Y Combinator)
Startup Playbook

Extreme internal transparency around metrics (and financials) is a good thing to do. For some reason, founders are always really scared of this. But it’s great for keeping the whole company focused on growth.

David Jackson (Founder, Seeking Alpha)
The best career advice you can give in two minutes | A Founder’s Notebook

People are most successful at what they most enjoy. “What you most enjoy” is determined by types of activities, not domain subject matter. The types of activities you enjoy are deeply related to your personality type. So find what you love doing (by thinking about which types of activities best fit your personality type), and go work for a fast-growing company doing those activities

David Jackson (Founder, Seeking Alpha)
Can you reduce the startup CEO role to a single key talent? | A Founder’s Notebook

You can’t do everything well at once, you have to rotate your focus to whichever aspect of your business needs the most attention.

Laszlo Bock (SVP of People Operations for Google)
Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead

1. Be a good coach. 2. Empower the team and do not micromanage. 3. Express interest / concern for team members’ success and personal well-being. 4. Be very productive / results oriented. 5. Be a good communicator — listen and share information. 6. Help the team with career development. 7. Have a clear vision / strategy for the team. 8. Have important technical skills that help advise the team.

Nick Mehta (CEO at Gainsight)
The Second-Timers: Nick Mehta, CEO of Gainsight – “Never Stop Hiring Reps” | SaaStr

You need to focus on product. You need to be sales-oriented. You need to be customer-centric. You need to be all about culture. The business model depends on all functions working in harmony.

Tony Simons (Associate Professor at Cornell University’s School of Hotel Administration)
The Integrity Dividend: Leading by the Power of Your Word

Where employees strongly believed their managers followed through on promises and demonstrated the values they preached were substantially more profitable than those whose managers scored average or lower. No other single aspect of manager behavior that we measured had as large an impact on profits

Fred Wilson (Co-Founder and Partner at Union Square Ventures)
How Well Do You Take A Punch? – AVC

The best entrepreneurs do this well. They can take a hit and keep moving forward. And they can rally their teams to do the same thing. That latter point is so important. If the leader is down for the count, the team doesn’t have a chance. But if the leader is up and moving forward, with passion and committment to the goal, then the team will follow.

Jack Welch (former CEO of General Electric)
Jack Welch’s Legacy – The Globalist

Giving people self-confidence is by far the most important thing that I can do. Because then they will act.

Geoffrey James (a contributing editor for Inc.com, is an author of the award-winning blog Sales Source)
The No-Nonsense Business Advice You Need to Hear | Inc.com

For bosses, I think the hardest thing is letting people make their own mistakes. Resisting the desire to intervene. It’s the whole question of whether you are controlling people or coaching people. You can’t do both.

Fred Wilson (Co-Founder and Partner at Union Square Ventures)
Don’t Let A Good Crisis Go To Waste – AVC

When something goes badly in your company, for many the initial instinct is to keep things under wraps as much as possible to avoid freaking everyone out. I would argue that it is better to acknowledge the crisis and use it to your advantage.
Change is hard to bring to an organization and a time of crisis is often a perfect time to make some changes that you have wanted to make for a while. It creates a perfect backdrop and context for doing tha… (read more)

David Jackson (Founder, Seeking Alpha)
How to get stuff done | A Founder’s Notebook

Be clear about what you need to get done. Go for quick wins. A “Quick Win” is a small project you can get done fast which leads to tangible results. Quick wins are crucial because you learn from successes, not from failures. Don’t let small projects become large projects before they launch. Maximize what you can get done on your own. Identify the key person you need to collaborate with, and don’t involve anyone else.

Henry Ward (Founder & CEO at eShares)
eShares 101 — Medium

[at eShares we say… ] You will do a 1-on-1 walk with your manager every 2–3 weeks, with your manager’s manager every 4–6 weeks, and with me every 4–6 months. Go for a walk for 30-40 minutes. Have fun — this is your time. Talk about what’s on your mind. It doesn’t need to be work related.

David Jackson (Founder, Seeking Alpha)
Managers and metrics | A Founder’s Notebook

Owning a metric means taking complete responsibility for success in that metric. In Seeking Alpha, “owning a metric” means taking responsibility for the success of that metric in the medium term. Every manager reports metrics monthly, but we care about medium term success. If you miss a monthly target, the key to medium term success is to take the short term miss seriously. If you explain away your monthly metrics, you’ve thrown away their value … (read more)

David Jackson (Founder, Seeking Alpha)
Managers and metrics | A Founder’s Notebook

It’s the CEO’s responsibility to make sure that every manager personally owns a meaningful metric. Owning a metric means taking complete responsibility for success in that metric. If you justify misses in your metric after the fact, you don’t own the metric — you’re “a best efforts guy”.

Ben Horowitz (Co-Founder & Partner @ Andreessen Horowitz)
The Scale Anticipation Fallacy – Ben’s Blog

Managing at scale is a learned skill rather than a natural ability. Nobody comes out of the womb knowing how to manage a thousand people. Everybody learns at some point

David Jackson (Founder, Seeking Alpha)
Setting clear goals = empowerment | A Founder’s Notebook

When you give people clear goals and metrics, it releases them from being micro-managed at the task level.

David Jackson (Founder, Seeking Alpha)
Setting clear goals = empowerment | A Founder’s Notebook

In many roles, being given responsibility for a measurable goal also allows employees to manage their time as they want to. That can be particularly important for companies that want to create a culture which is attractive to people who care about family time

David Jackson (Founder, Seeking Alpha)
Saying “no” to good ideas | A Founder’s Notebook

The job of a great manager is to focus the company’s limited resources on what’s most impactful. That means saying “no” to good ideas. Saying “no” to bad ideas is easy. It’s the good ideas that can distract and de-focus you

David Jackson (Founder, Seeking Alpha)
A better way to view people | A Founder’s Notebook

Try to place each person in a role where their strengths have the biggest impact and their weaknesses and flaws don’t matter.

Ben Horowitz (Co-Founder & Partner @ Andreessen Horowitz)
Ones and Twos – Ben’s Blog

CEOs that [insist upon super clear goals and strongly prefer not to change goals or direction unless absolutely necessary], despite their love of action, can sometimes slow decision making in a company to a halt.

Fred Wilson (Co-Founder and Partner at Union Square Ventures)
Becoming A Boss – AVC

Many artists stick to making and hire a manager to focus on their business. You can devote yourself totally and completely to the manager role and hire people to lead the making effort. The third way is to keep your hands in both efforts. To be both the maker and the manager. The challenge with that approach is you have two full time jobs and I have not seen many who can do both as well as they need to be done. I cannot and will not recommend one… (read more)

Dr. Dana Ardi (Corporate Anthropology Advisors)
MBA Mondays: Guest Post From Dr. Dana Ardi – AVC

Do away with archaic command-and-control models. Winning workplaces are horizontal, not hierarchical.Everyone who works there feels they’re part of something, and moreover, that it’s the next big thing. They want to be on the cutting-edge of all the people, places and things that technology is going to propel next.

Angela Baldonero (Senior Vice President of People and Client Success @ Return Path)
MBA Mondays: Guest Post From Angela Baldonero – AVC

My advice to you is to set your people free to focus on important, high impact work and solve challenging business problems. That’s how companies will win now.

Joel Spolsky (CEO @ Stack Exchange)
The Management Team – Guest Post From Joel Spolsky – AVC

The “management team” isn’t the “decision making” team. It’s a support function. You may want to call them administration instead of management, which will keep them from getting too big for their britches. Administrators aren’t supposed to make the hard decisions. They don’t know enough. All those super genius computer scientists that you had to recruit from MIT at great expense are supposed to make the hard decisions. That’s why you’re paying t… (read more)

Seth Godin (Founder at Yoyodyne Entertainment)
Seth’s Blog: Loose/tight, thoughts on management

But mostly, we need the insight and judgment and leverage that employees bring us. All of us are smarter than any of us, and adding people can, if we do it right, make us smarter and faster and better at serving our customers. It can’t work, though, if you insist that the employees read your mind. If you have to spend as much time watching and measuring your team as the team spends working, then you might as well just do the work yourself. We fai… (read more)

Seth Godin (Founder at Yoyodyne Entertainment)
Seth’s Blog: Volunteer engagement

The key elements are: An agenda, Peer support, A hierarchy of achievement, Better structures lead to better work. People who care can magnify their impact by building structures that bring in more people who care.

Fred Wilson (Co-Founder and Partner at Union Square Ventures)
Tech Ops As A Metaphor For Building, Running, & Leading A Company – AVC

Blameless post-mortems are the key to learning from a tech ops crisis – fear driven organizations do not scale. Over-reacting to a crisis is likely to make it worse.

David Jackson (Founder, Seeking Alpha)
Two key questions for every manager | A Founder’s Notebook

Managers should ask themselves two simple questions: How many experiments are my team running at any moment? And How rapid is our pace of experimenting?

David Jackson (Founder, Seeking Alpha)
How to ensure that things get done using 3 W’s | A Founder’s Notebook

How to ensure that things get done using 3 W’s. 1. Who (is responsible) 2. What (needs to be done) 3. When (is it due)

Jack Dorsey (Co-Founder, CEO at Twitter and Square)
Jack Dorsey: The CEO as Chief Editor – YouTube

This happens in three ways: tending the team dynamic (adding/removing people), internal and external communications, and minding the money situation (getting money in the bank). That’s it.

David Jackson (Founder, Seeking Alpha)
Mark Pincus’ management advice – make everyone the CEO of something | A Founder’s Notebook

Mark Pincus’ management advice – make everyone the CEO of something. I met Mark for the first time this week. He said he still believes in the principle of “everyone’s a CEO of something”, but only when your company has fewer than 1,000 people.

Tomasz Tunguz (Partner at Redpoint Ventures)
Startup Best Practices 1 – Situational Management

High motivation, low skill: the most typical state for an employee to be in after he has been hired or promoted. He is excited and energetic but unfamiliar with the particulars of the job, or the company, or the culture. Somewhat counterintuitively, the best management technique in this situation is micromanagement… The best way to do this is by frequent check-ins, updates, and feedback. Applied this way, micromanagement provides the employee ver… (read more)

David Jackson (Founder, Seeking Alpha)
How to write a monthly report for your investors or manager | A Founder’s Notebook

In Seeking Alpha, every team leader and “metric owner” writes a monthly report. The Seeking Alpha manager’s monthly report is a Google doc shared with the whole company. It must not exceed one page. It contains four sections: (i) Key Metrics (ii) Candidly, How Successful Was I This Month? (iii) Top Things To Figure Out (iv) Goals For Next Month.

Seth Godin (Founder at Yoyodyne Entertainment)
Seth’s Blog: How to deal with seams

How to deal with seams. a. There is no seam. We’ve finessed the seam so thoroughly, you can’t even tell. This doctor knows everything about the situation as seen by the last doctor, no need to worry about the handoff. You can’t tell where one part of the railing ends and the other begins. Your place in the queue and your records and your status are so clear to the next agent that it won’t matter a bit to you that there was a switch. b. There is a… (read more)

Ben Horowitz (Co-Founder & Partner @ Andreessen Horowitz)
How Andreessen Horowitz Evaluates CEOs – Ben’s Blog

[Determine] whether or not the CEO can effectively run the company. To test this, I like to ask this question: “how easy is it for any given individual contributor to get their job done?”

Jeffrey Minch (Entrepreneur – ‎Littlefield Advisors)
The Management Team – Guest Post From JLM – AVC

Do not make changes, conduct experiments. Nobody can resist an experiment. Experiments that work well have a thousand fathers and mothers. It becomes their idea.