Thinking Like A CEO And A Founder Can Help You Be Better At Your Job

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I’m in the fortunate position of being both a founder involved in the day-to-day operations at Trulia, and the CEO. There’s nothing else I’d rather be doing, and I realize that my work provides me with a relatively unique perspective. Some situations require me to think more like a CEO, while other situations call for the passion of a company founder. But I think appreciating both perspectives can help you in your career.

As Trulia grew rapidly over the years, and we began to seriously think about a public offering to address the large opportunity, I began to seek out the advice of various mentors, including people on our board and other trusted, experienced executives. I wanted to know if I should look at my job differently, as we approached such an important juncture.

One piece of advice that stuck with me was that once Trulia went public I would have to be able to think more like the CEO of an established company in addition to the approach I learned as company founder. As founder, I had been keenly interested in the culture of Trulia and its products since the beginning, and I remain so today, but the transition of the company involved new demands in my role. Growing to meet the new challenges of the job is something that almost every founder will meet. And because of it, as startups grow it’s not uncommon for companies to hire a CEO from outside the company who has a proven track record leading public companies or is especially adept at specific things the company needs, such as securing funding.

My mentors and others have helped me immensely in learning how a CEO manages a company versus how a founder might typically lead a startup. Ultimately there are pros and cons to each approach.

As I’ve gone through this process, it has made me think about the two skill sets, which aren’t mutually exclusive, but are certainly distinct. Each approach contains important perspective that any employee can incorporate into how they look at their job and career, especially in the larger context.

I generally associate the following attributes to successful company founders, but I realize that there is variation based on the individual.

• An overriding obsession for the product: This is something that can drive many product managers and engineers wild, but founders are often heavily invested in the product. Steve Jobs probably best exemplifies this.
• Deep understanding on and influence of company culture: Founders have been in the trenches since the beginning, so they have unique insight on the culture as well as the company’s challenges, its employees, and its relationships with partners and customers. The founder can apply deep contextual understanding and cultural knowledge to situations and decisions.
• Emotional commitment: This attribute can frankly cut both ways. Sometimes it’s best for an executive to let go, and sometimes extra determination is needed to get things done. You can count on getting this from founders.

I generally associate the following attributes to successful CEOs.

• Willingness to make hard decisions: Successful CEOs need to be able to quickly make hard decisions. These can make or break a company.
• More logical than emotional: CEOs need to have a heart, but they have to stay focused on the facts, and make decisions accordingly.
• Ability to prioritize and focus: As a company grows, opportunities and challenges expand exponentially. Successful CEOs understand where to focus their attention and how to leverage their teams to move the business forward.

Unfortunately, there’s usually not one answer for the lens you should be using to address a work challenge. I’ve found that it’s useful to think from both perspectives during the same day or even the same meeting. But the exercise of thinking in this manner in itself should help you as you take on the daily challenges of your job.

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The Importance of Strong Partnerships BY: Meg Whitman

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Relationships with customers and employees are at the core of any successful business. But in today’s evolving landscape, strategic alliances, joint ventures and creative collaborations can be just as critical to success. At HP, we’re especially focused on the relationship with our channel partners – the distributors and resellers who bring our products and services to the marketplace every day.

In many cases, these partners are the face of HP, the team on the front lines helping us serve our customers. Many have been with us for decades, and today they contribute up to 70 percent of HP’s revenue. For those reasons, maintaining and developing strong partner relationships is one of HP’s top priorities.

Global Partner Conference

This week, we are bringing together more than 2,000 of HP’s partners from around the world for our annual Global Partner Conference (GPC) in Las Vegas. The event provides our partners with the opportunity to share their goals for the year ahead, preview new products and solutions, and align on our respective strategies.

Keeping these relationships strong and mutually beneficial is absolutely critical to our ecosystem and success. Look around your organization’s ecosystem. Beyond your customers and employees, who are your essential partners? Whether it’s your sales channel or collaborations with other organizations, the following principles are key to maintaining healthy business partnerships.

1. Start with Stability

Stability forms the foundation of any successful partnership. At HP, years of uncertainty – from inconsistent strategy to a revolving door of leadership – were beginning to wear down our partners. As a result, we made restoring stability the first step toward rebuilding our relationships. This included articulating a clear strategy and taking immediate actions to stabilize the business. We repaired our balance sheet, reduced operating company net debt to zero, and put in place a solid leadership team that understood the value of our partners.

2. Play Away Games

When it comes to building strong relationships, there’s no substitute for meeting people on their home turf. Over the past year, I’ve met with more than 1,000 customers and partners and the bulk of these meetings have been outside the walls of HP. Traveling can be time-consuming and expensive, but it can also be a strong signal of your commitment to a relationship.

3. Listen and Translate Words into Action

Establishing two-way communications is just one part of strengthening relationships. Words are great, but action is what matters. When I meet with partners, I always try to make our conversations about what we can be doing better for them, not the other way around, and then act quickly to address their needs.

4. Make It Profitable

When I first joined HP, I kept hearing from partners that our organization was too complex. Outdated tools, hard-to-navigate processes, and too many programs were making it challenging to work with HP.

To fix these problems, we rolled out new tools and removed bureaucracy to make it easier and faster to close deals. We cut in half the number of technical certifications and created role-based certifications that require significantly less time out of office. We removed gates and caps, enabling partners to begin earning rebates from their first sale and giving them access to unlimited earning potential. Meaningful incentives and a streamlined compensation structure are not only driving our business forward, they are making doing business with HP more rewarding.

Building strong relationships with our partners based on mutual respect and profitability doesn’t just benefit HP and our partners. It also puts us in a better position to help our customers win.

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Key Truths For Being An Outstanding Manager

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While there are numerous books, courses, and online trainings for improving your managerial skills, seldom do they address the psychological underbelly of wise and wonderful management. That’s understandable since they aren’t created by people with a psychological background. 

But over the past many years we’ve seen how understanding and incorporating the following psychological truths have enabled good managers to become great: 

1 - Everyone Knows How To Follow 
Everyone was once a small child whose very existence depended on following their parents or other caretakers. So the act of following is built into each and every one of us. And while some chronological adults rebel against managerial leadership in an unconscious carryover from their youth, the vast majority of people welcome clear, supportive leadership they can readily follow. 

2 - Your Followers Want You To Exhibit Strong Leadership 
When a manager can be counted on to provide clear directions, clear expectations, clear rewards and clear critique in response to outcomes, s/he can provide a confident-making platform for everyone on the team. Being nice, wishy washy, or distracted by the company’s internal politics raises grave concerns for the future of the team’s project as well as anxiety about management’s missing guidance about current expectations.

3 - Your Team Wants You To Lead Not Rely On Their Opinion
While team input and collaboration are extremely important and invaluable, all too often managers abdicate their leadership role in favor of “consulting” with people on the team to try to handle dicey hiring problems, team restructuring, or other insecurities that are not the business of that manager’s team members. 

4 - Forget About Being A Buddy 
Some managers, uncomfortable with their senior status and leadership role, believe that becoming friends and buddies with their team members will empower those who report to them. Actually, nothing is further from the truth. Role confusion makes for team members’ job confusion which creates organizational confusion. 

5 - Trying Too Hard To Save An Employee Endangers Your Whole Team 
Well meaning managers can often get caught up in trying to rescue a team member whose behavior and/or output is insufficient, incorrect, or injurious to the well being of the team. They may have recruited and/or hired this individual. They may have had great hopes for this person’s career and it’s now a blow to their sense of competence to have to concede that the person needs to be let go. But letting go must become a must-do in order to protect the well being of the other team members and the team’s output. 

6 - Big Visions Do Not Make For Wise Guidance 
Your team needs wise and caring guidance for execution of your project vision, whatever it is. Merely providing a big vision leaves everyone scrambling to guess at what is expected, demoralizing and rendering insecure what might otherwise be an excellent team. Remember, everyone knows how to follow. Give them clear, empowering guidelines and most people will knock themselves out to produce what you want from them. 

While there are certainly many other psychological truths about excellent management, these six will get you started thinking about what’s most wanted and expected of you from your followers—who by and large want to please and impress you.

What other psychologically-oriented qualities do you think are essential?

(Photo: Business meetings eventspaceportland/Flickr)

Judith Sherven, PhD and her husband Jim Sniechowski, PhD http://JudithandJim.com have developed a penetrating perspective on people’s resistance to success, which they call The Fear of Being Fabuloustm. Recognizing the power of unconscious programming to always outweigh conscious desires, they assert that no one is ever failing—they are always succeeding. The question is, at what? To learn about how this played out in the life of Whitney Houston for example, and how it may be playing out in your own life, check out their 6th book: http://WhatReally KilledWhitneyHouston.com 

Currently consultants on retainer to LinkedIn providing executive coaching, leadership training and consulting as well as working with private clients around the world, they continually prove that when unconscious beliefs are brought to the surface, the barriers to greater success and leadership presence begin to fade away. You can learn about their core program “Overcoming the Fear of Being Fabulous” by going to http://OvercomingtheFearofBeingFabulous.com 

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Why We All Need Visionary Leaders

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I have always felt as leaders with global experiences and exceptional connections we have a responsibility to share our journey and energy to inspire future generations.

In recent years, I’ve focused my time and energy on sharing Burberry’s brand, culture and digital transformational lessons. Speaking to different sectors - from banking to insurance to educational institutions - I hope in some small way to have shed light on ideas that could greatly impact the companies and communities they serve.

Just under a year ago, I had coffee with someone I greatly admire - the visionary digital educator Sal Khan who is single handedly disrupting a sector desperate for revolution. Very few leaders have what author Jim Collins calls ‘big hairy audacious goals’ but with their simple mission to make education accessible to everyone, Sal and Khan Academy could change the world.

Not dissimilar to Bill and Melinda Gates who want to eradicate disease, Scott Harrison ofcharity: water who wants to provide everyone with clean drinking water or Mark Zuckerbergwho dreams of connecting the world, it is so rare to find a great leader with a gigantic global vision and such passion and clarity as to how to resolve it.

Hopefully, this is not the first time you're hearing about Sal or Khan Academy. Perhaps you’ve seen his TED talk, visited Khan Academy or read about it in various business publications. In short, Khan Academy is a not-for profit with the goal of providing free, world-class education for anyone, anywhere. Through leveraging digital and great video content, they’ve created one of the most innovative companies in the world that will transform one of the most underinvested and fundamentally valuable foundation to our future generations’ growth and development.

I had the honour of speaking with Sal and his incredible team in San Francisco last spring, sharing lessons on brand, leadership and how to nurture a culture of creativity and innovation. I left that day with even greater respect for the clarity and intensity of their vision and the passion with which they execute it.

At Burberry, we have always said that our greater purpose is to create not just a great brand, but a great company. Through the Burberry Foundation, global teams unite to share key learnings with young people in communities where associates live and work to inspire, unlock and nurture their creative confidence. As the company prepares for tomorrow’s changes and challenges, one key measure of its success will be how many lives around the world are touched and transformed by the power of its performance. It is humbling to think our story could inspire the Khan Academy team to continue to do what they already do so brilliantly.

Education is a global issue for all of us. We need all companies to get behind Khan Academy and contribute to making sure every person on this planet has the opportunity of education.

Congratulations to Sal and the Khan Academy team!!!!!!

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I Am Leaving Social Media BY: JOEL COMM""

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What I’m about to say is not going to go down easy. It won’t be easy to digest. And I’ll probably lose a few fans by speaking my mind.

That’s okay. I’m not afraid of controversy. And frankly, someone needs to say it. I’ll be the one to say it, and I accept the consequences of whatever happens as a result.

When I survey the social media landscape, there are some alarming trends that have become increasingly disturbing.

I’ll explain my reasoning, but the end result is that I am leaving social media.

I know, it seems bizarre for a “social media expert” to make such a seemingly abrupt tactical move. It may appear that way, but let’s take a look at what is happening in the social space.

1) The social media space is controlled by a few major players who are after one thing… your data. Facebook, Twitter, Google, LinkedIn and Pinterest are all about numbers. How many people can they get to provide as much personal information as possible so they can sell you more stuff by releasing personal information to third party advertisers? We are all commodities to be marketed to. Facebook can put privacy controls on their site, but who are they kidding? They know way more about you than they would ever want to admit publicly.

2) While some conversation takes place on the social sites, there is more noise than ever before. Twitter is littered with fake accounts and bots. LinkedIn users who you never met plead for endorsements of their products or services which you never heard about previously. Facebook is an endless parade of feel-good sayings and photos of cats. Millions of posts, shares and tweets go out each hour, but the ratio of posting to listening continues to broaden. In the words of Pink Floyd, “Is there anybody out there?”

3) Social media has made it incredibly easy to be rude to other people. Insults, put-downs, and outright meanness has become a staple of the social culture. Whether the discussion centers around politics, religion, sports, entertainment, lifestyle or any other subject, people have been desensitized to basic human kindness just because they can’t see or hear the people at their keyboards on the other end of the fiber cable.

4) Other people have endangered their future careers or relationships by playing out their personal drama on social sites. Are we so far gone that there is no thought of the kind of information we share publicly without concern for how that information may come back to haunt us in the future? It seems to me that discernment is a quality severely lacking in the social space.

5) From a business perspective, everyone, their grandmother and their dog is now a “social media expert.” There is NO value in the label any longer. It is now synonymous with “I haz a twitter account.” I use the phrase on some of my pages just because I know that people will search for the term. But I choose to refer to myself as a “New Media Marketing Strategist.”

6) Spam spam spam spam spam. So many are using social sites as little more than billboards to sell their products or services. This has become so prevalent that the majority of us have become blind to all streams of data, assuming that we are going to be bombarded with advertisements.

Am I culpable in this charade? Yes. After all, I wrote the world’s most popular book on using Twitter for Business. But that was several years ago.

That’s why I must leave social media.

Now don’t get me wrong. Social sites have some great benefits.

I enjoy connecting with family and friends.

I enjoy making new friends and sharing content with them.

I enjoy posting photos of my own life, especially when I encounter a tasty meal or catch my cat doing something cute.

I confess that I enjoy feel-good quotes and infographics.

I know I am giving up a great deal of privacy, yet I continue to post, like, tweet and share.

It’s a daily obsession. I’m connected at my computer and on my mobile devices. I don’t remember a time when I wasn’t updating my status or commenting on someone else’s.

That’s why I’m thinking of leaving social media.

Of course, social sites have become a primary source of news for me. After all, I don’t believe any of the mainstream media are the least bit trustworthy. Their whole purpose is to sell toothpaste.

So while accuracy on social sites can be a stumbling block, at least I can be relatively certain that while what I am reading may not be factual, it’s at least not being propagated by Proctor & Gamble.

Citizen journalists are slowly transforming the way we receive and interpret current events. But who directs the conversation? Millions of people all striving to have their voice heard? Is this what freedom of speech has come to? Let’s face it. It’s a beautiful mess.

That’s why I wonder if I can get away from social media.

But up pops a “like” from something I just posted. It’s followed by an encouraging comment. Then comes the holy grail of social approval, the “share.”

Do I live for the approval of others? Is my ego so fragile that I crave the pavlovian response of warm fuzzy feelings that result from a like, comment, share, favorite or retweet?

Do you?

What if Facebook, Twitter, LinkedIn and Google Plus ceased to exist? Would the human race survive without the habitual behavior we have become accustomed and addicted to in just a few short years?

It’s for this reason that I must leave social media…. even if for just a few hours.

But I just saw a new “Walk off the Earth” video on YouTube. It’s very entertaining and I want to share it with you.

And I just happened to catch my cat in the cutest pose. I’ll want to post that. Perhaps I’ll instagram it at the same time that I pin the picture of the bacon purse I saw on that humor site. I’m sure you’ll all want to see it.

And someone posted an article that I have a very strong opinion about, so I guess I’ll engage and leave a comment.

To make matters worse, the people that I know, like and care about won’t stop posting. It wouldn’t be right for me to ignore them, would it?

In the time that I’ve written this post, I’ve left social media. But now that this article is over, I think I’m ready to jump back in. I’m over it.

Nobody really escapes social media.

The online world has become a meaningful, yet flawed, method for interacting, dialoguing, engaging, debating, sharing and experiencing our world and our relationships with others in real time.

It’s not perfect, but it’s the world we live in. I believe it is possible to disconnect, and the day may come where the negatives of social media truly do outweigh the benefits.

But for now, I feel no different than the five-year old who threatens to “run away from home” and doesn’t get any further than three houses down the street. I’m back. And I’m not going anywhere.

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The Power Of Being A 'Nobody' by: John Hope Bryant Influencer

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Being born into this world a nobody just might be the best thing that ever happened to me.


The world undervalues the economic nobody, and grossly over-values the wealthy somebody. On this point the world is wrong.

You have nothing to lose when you are a nobody. And because you realize that 'you can’t fall from the floor,’ you’re not all stressed out about whether you are going to actually fail at something or not. Everyone born as a 'societal nobody’ has the exact same middle name, inserted sometime after birth, which translates roughly: DO SOMETHING.


I had lunch today with the CEO of Sapient, a $1 billion plus company that was started by two young guys with a few thousand dollars on their credit cards. Now they employ 12,000 people worldwide and the company is publicly traded.

A nobody is often under estimated, until they aren’t. Below is my update on a 20th century standard.

First they will ignore you. Then they will criticize you. Then they will try to copy you. And then you will win.

When a self-knowing economic nobody wins at life, they almost never forget where they came from. They are often the kindest, philanthropic, most positive, confident (yet understated) people you will ever meet.

Crazy as it sounds, it is often the off-spring of the one who created from nothing that then somehow gets it in their heads that they’re some kind of a big deal. And it is this other thing -- of becoming ‘important,’ or seeing oneself as a ‘so-called somebody,’ that is a really dangerous thing. It can ruin you in ways that poverty never could.

Here are some recent examples of wealth that came from near nothing:

Jan Koum, the CEO and co-founder of WhatsApp, once lived on food stamps before Facebook made him a billionaire. 

Starbucks' Howard Schultz grew up in a housing complex for the poor. 

Born into poverty, Oprah Winfrey became the first African American TV correspondent in Nashville. 

Luxury goods mogul Francois Pinault (think Gucci, Yves Saint Laurent) quit high school in 1974 after being bullied for being poor.

Oracle's Larry Ellison dropped out of college after his adoptive mother died and held odd jobs for eight years.

These brilliant and hard working folks were not sitting around thinking deeply about how great and noble they were. That had no time for any if that nonsense. And they weren’t publicly profiling either; trying desperately to look a certain way before a bunch of strangers. They weren’t sitting around, endlessly choreographing their every next big move in life. They just moved. 

They worked, hustled, did what it took to win. They were focused on getting the job in front of them done, rather than simply looking good for those standing in front of them.

But most of all — they just never took themselves seriously. Never. To quote my friend Quincy Jones, “people should never come down with a case of seriousness.” Take life seriously, but never take yourself too seriously. Taking yourself seriously is the kiss of death. My mentor Ambassador Andrew Young once told me that “men fail for three reasons: arrogance, pride and greed.” Enough said.

I have a lot of experience with people who really believe that they’re a somebody, and they’re really exhausting to deal with. It’s a lot of work dealing with someone who takes themselves so seriously. And if they don't change, their doomed. As the age old saying goes, "the first generation makes the money. The second generation spends the money, and the third generation often loses the money."

People tend to feel sorry for the poor, but I actually feel sorry for my rich friends' children. I wouldn’t exchange my life, growing up struggling in South Central Los Angeles and Compton, California, for the privileged lives of my wealthy friend’s kids for all the tea in China. 

Young people who grew up believing that they were ‘somebody’ are suffering from at least four distinct disadvantages in life. 

(1) They never learned how to ‘suffer for the good.’

(2) They were more often than not spoiled rotten, which makes it harder to value a dollar, or even hard work and sustained struggle.

(3) The ‘entitlement’ problem. This is a misguided sense that success is somehow owed to some, which in turn causes you to take your foot off the gas in life and just coast. A perfect work day is then defined as in late, long lunch, and leave early. I always wanted just the opposite of this. Still do. I love to work and to make my own way. Every single day.

(4) Too much private school-only air. Private schools have their value, but if you never went to at least a few years of public school then in my opinion you are really in trouble. Public school is where you learn how to deal with difficult people, diverse environments, and challenging situations. Just like life itself. 

People who believe they are ‘somebody’ are doomed, precisely because they believe they are somebody. A so-called nobody has none of this needless baggage.

Those who have a nobody’s mentality actually have what they need to win, right from the start.

I remember asking Ambassador Andrew Young’s gardener back in 2009, how the global economic crisis was impacting him. He said in response, “I was poor before the crisis, and I’ll be poor after it’s over. It's my depressed rich friends who have all the problems. I feel just fine.”

Or when I went to see my mentor, Dr. Cecil “Chip" Murray, as a young man starting out in business in Los Angeles. I wanted to know ‘why folks were following me,’ and I wanted to know how I could manufacture and replicate even more of this feeling people were getting, so I could get even more attention. His response as usual was brilliant. “If you got it you John, you wouldn’t have it.” 

Murray continued, “…if you got a thing, you would then be conscious of a thing. If you were conscious of a thing, you would be self-conscious of a thing. And if you were self-conscious of a thing, it would be an act, a put on. Not real." He concluded by saying, “John, you’re not suppose to get it. People are following you because you’re real. Because they believe you’re authentic. The minute you get it, you also lose it. Just keep doing you John. Keep being you.” DO SOMETHING.

The power of being a nobody is an asset everyone on the planet owns from birth. It’s your birthright, to fulfill your God given destiny. It’s the new definition of freedom, called self-determination.

And you thought someone calling you a ’nobody’ was an insult.

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A $32,000 Startup That Was Sold for Millions

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I meet entrepreneurs all over the world who think that venture capital is a prerequisite for starting a company. They write business plans and ask for introductions to venture capitalists. I tell them that they should instead bootstrap their startups. That what would have cost millions of dollars a few years ago now costs thousands.

Think about it. Today’s laptops have the same processing power as the minicomputers which cost millions of dollars in the 1980s. For storage, you once needed server farms and racks of hard disks. Today you have cloud computing and cloud storage—and these are cheap.

You can also bootstrap hardware companies like Nest (which Google acquired for $3.2 billion). Sensors such as those in our smartphones would have cost tens-of-thousands of dollars a few years ago. They now cost practically nothing. Entrepreneurs on shoestring budgets can build smartphone apps that act like medical assistants and detect disease, body sensors that monitor heart, brain and body activity, technologies to detect soil humidity and improve agriculture.

Entrepreneurs can also participate in the genomics revolution (here is an article that explains this). It cost more than $100 million to sequence a full human genome about a decade ago. It now costs $1,000. Genome data will soon be available for millions, then billions of people. Anyone anywhere can write computer code that compares one person’s DNA with another; learns what diseases people with similar genes have had; and analyzes the correlation between genomes and the effectiveness with which different medications or other interventions have treated a given disease.

There are similar advances in robotics, artificial intelligence, 3D printing and many other fields.

In 2011, I mentored a startup called Beat The GMAT that figured out how to rebuild and bootstrap itself on just $32,000. The company was acquired last year for millions of dollars by Hobsons. Its founders Eric Bahn and David Park say they are really enjoying their financial freedom and are glad that they took the risk. It wasn’t easy, but was the most incredible experience they have ever had. Below is a version of an article I wrote for Bloomberg BusinessWeek about how they did this. There
 are valuable lessons that you can learn.

After graduating from Harvard Law School in 1999, David Park founded discussion forum service Coolboard.com. It took more than a dozen software developers, product managers, and quality assurance staff 18 months to build the company's core technology. To fund it, Park raised $10 million in venture capital, of which $4 million was spent before the company was launched. It went down in flames in 2003, a casualty of the dot-com bust.

In 2005, Park partnered up with his friend Eric Bahn to launch his next business, MBA admissions social network Beat The GMAT in San Mateo, Calif. Rather than take venture capital, they limited startup costs, spending just $119,000. The site steadily gained traction, but they were nervous that technologies like Facebook and Twitter would make it obsolete. So they chose to make it obsolete themselves.

In 2011, the team decided to rebuild the site and the company. Their goal was to create a social network for business-school applicants that had features such as aggregated GMAT-prep and MBA-admissions news; a way for members to connect with one another; and social gaming elements to keep members motivated. It makes money advertising test prep services. Amazingly, the new site took only four months and cost just $32,000 in total.

I was skeptical when Park and Bahn approached me last year to ask for advice on business strategy for the site. They were convinced they could build a bunch of sophisticated technologies in months—on a shoestring budget. They were determined not to raise venture capital. I had doubts. My two software companies had taken years and cost millions. Yes, technology is much easier to build today than it was during my tech days. But I meet Silicon Valley startup founders every week who tell me about their ideas and their plans; and no one says they can build their products for less than the cost of a BMW 328.

But Park and Bahn did. How? To start with, they crowdsourced the design. Instead of hiring a bunch of marketing people, as tech companies usually do, they asked their user community for volunteers to help conceive a new site. Then they selected a handful of the most eager users and trained them on the basics of Silicon Valley–style product management. Next, Park and Bahn needed to find a designer. They used 99designs.com, which hosts design competitions, for a two-week contest that attracted hundreds of designers, yielding a design they used as the theme for the new site. The contest, prize, and designer's time cost $9,200.

They broke up Web development into two tasks: front-end engineering (turning design artwork into code) and back-end engineering (making the code actually function). They built their technology on top of WordPress, phpBB, and Drupal—free, open-source platforms. Front-end engineering usually requires sophisticated coding done by contractors who earn as much as $100 an hour. Instead, the Beat The GMAT team turned to a service called PSD2HTML.com, which converts Photoshop design files into HTML and CSS code. The cost of this service, at $160 to $220 per Web page, totalled $4,500. For back-end engineering, they hired four developers from Hungary and Ukraine on the outsourcing website oDesk. They paid $15 to $20 per hour. The back-end engineering cost $18,000 in total.

In software development, things don't usually go as planned. Park and Bahn had their share of missed deadlines, buggy code, and product problems. Outsourcing always makes things more difficult, because developers are in different time zones, speak different languages, and don't always understand what is expected of them. It took many sleepless nights and lots of caffeine to surmount these obstacles.

In the result, a company that later sold for millions cost its founder just $32,000 because the relevant technology now is so inexpensive. The ability of entrepreneurs to build sophisticated technologies so cheaply in the Web world is even foreshadowing the marginalization of venture capitalists. Software startups often spend the first few months of their existence polishing business plans and pitching to investors. They can instead be working with smart people all over the world, focusing their energy on perfecting their technologies, as Beat The GMAT did. When a law-school grad (Park) and a sociology graduate student (Bahn) can build successful technology companies, the notion that website founders need computer-programming backgrounds too is outdated.

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This Is The Usually Absent Secret Ingredient of Content Marketing""

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I believe these things:

- The best content is content that people cherish, not content that people tolerate.

 The best content is content that people want, not content that companies think they need.

- The best content is content so useful that people would pay for it if you asked them to do so.

- The best content is a Youtility.

More and more corporations and individuals are starting to espouse and adopt this philosophy, to which I say “thank goodness” and “it’s about time.”

All too often, however, I find that they (and perhaps you?) are missing the secret ingredient of content marketing success….COURAGE.

Content marketing success isn’t about marketing, it’s about courage (tweet this)

- It takes courage to give away something of value without expectation of immediate return

- It takes courage to trust that your customers and prospective customers will reward you with attention and sales and loyalty at some point in the future

- It takes courage to play the long game, not the short game

- It takes courage to create a true Youtility and resist the temptation to put a coupon in the middle of it

- It takes courage to measure impact via correlation and surveys instead of click stream and definitive ROI

- It takes courage to interact with and assist people on a one-to-one basis, because as Gary Vaynerchuk has said: “giving a shit doesn’t scale”

- It takes courage to be a farmer instead of a hunter

Before rushing into a brainstorm session to figure out what nifty content marketing execution you and your company can make, consider whether you have the courage (and the culture that serves as the petri dish for that courage) to stay the course?Because consumers aren’t stupid; they can smell fear a mile away

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   Author: Jay Baer    CONVINCEandCONVERT