What’s Your Saturday Morning Dance Party?

I grew up on the 1980’s Bar Mitzvah circuit.  It is where I acquired all of my best dance moves.   A little limbo.  A little YMCA.  A little awkward slow dance to In the Air Tonight by Phil Collins or You’re the Inspiration by Chicago (I’m getting a little choked up just writing this).  But growing up on the circuit didn’t prepare me for dancing in adulthood and I settled into the norm like most of us that dancing is way “out of my comfort zone.”

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Create Your Organization's Learning Advantage

We have to create the ripples and the ripples may turn into a wave and a wave may turn into a rapid and propel us down the river.  If we aren't creating ripples often then there is no chance for a rapid to emerge.  This is one example of acknowledging some truths in building velocity at your organization, the ability to move decisively to get a learning advantage.

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Book Review: Building a StoryBrand

I'm seriously tired of business books.  More frameworks.  More process.  More what I "should" do.  More what the best companies are doing and I'm not.  I still read them though because maybe, just maybe, there is gem in there that will trigger me to look at the world in a slightly different way.  That's what happened a few weeks ago when I read Donald Miller's, Building a StoryBrand

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Russell Benaroya
The Thing Happened. It's Meaningless

For many years (and probably most of my life) I wrapped myself up in stories.  Stories that questioned, "How well am I liked?", "What will people think of me?", "Am I a good entrepreneur?", "Will I meet my parents' expectations?", "Am I worthy to be in this role?", "Will I make enough money?",  and on and on and on and on!  Hundreds of times a day we experience things in the world and we create a story around it and very often, that story hinders our ability to live a full life.  So how can we stop telling stories that cripple our potential and realize the possibilities of taking control of our intentions? 

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The Softer Side of the Entrepreneur/VC Relationship

I was a venture capital investor for about five years prior to starting my first healthcare company.  It gave me the opportunity, while I was still pretty young in my career, to learn the process of sourcing, investing in, and then owning an interest in a highly volatile start-up company. I had a mentor who said to me once, “You don’t know what you invested in until you get to the first board meeting”.  He also said, “The easiest thing you’ll ever do in this business is write the check”.  The point is that the work of the venture capitalist begins once they are an owner. 

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What You Do Is Not Always How You Are Perceived

How many times has your company grappled with an identity crisis?  You started the Company with a great idea and just got to work doing the work to bring a product or service to market.  But over time, you realized that building a business is so much more than just selling what you have built.  It's more than anything about selling the perception that your target customer has of who you are.  That may be the hardest thing you ever do.

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Russell Benaroya
Be a Warrior

Business is a battlefield.  We need to think like warriors.  There are many forces at work that want you to fail.  The only way to protect against failure is to set your battlefield plan in advance, execute, and be prepared for agility as the theater changes real-time.  I was talking to some friends recently about a business idea and the challenges with getting it off the ground.  Rather than talking about the specific business, I put on a "warrior" hat and reflected as follows....

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Russell Benaroya
Don't be a Chief Janitor

We all think that servant leadership is the right model to empower a team and be a great leader.  But not if you're using servant leadership to mask the story you are telling yourself about not being worthy in your CEO role.  This post questions whether that servant leadership (or Chief Janitor) role is really something to be embraced if the CEO isn't prepared for it.

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There is Never a Bad Time to (Re)Define Your Culture

I have been thinking a lot recently about company culture and the intentionality for which it should be built.  Many start-ups begin their business with a strong intention to get a product to market quickly but fail to prioritize the necessary endurance that only the right company culture can sustain.  There is never a bad time to work on organizational culture but it takes on different forms at different stages of company development. 

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Getting Control of Bad Email Behavior

Email sucks or it's awesome.  I don't know.  So much of our headspace is spent checking emails, sending emails, thinking about what to write in emails, writing the perfect emails, hoping I didn't miss an email, waiting for an email response, figuring out how to respond, and on and on and on.  Email may be the single biggest productivity killer and drama creator in your life.  It is time to wrangle this beast once and for all to use it for good.  Here are a few ways to navigate email crazy successfully.

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Leading at the Right Altitude

I recently finished leading a strategic planning process for a non-profit in Seattle.  It was an incredible opportunity to work with the Board and the community to set the course for the next three years.  But the process also exposed an area of risk for both the Board and senior leadership.  The risk was one of altitude.  Boards fly at one level.  Executive leadership at another.  Staff at another.  Knowing your altitude often determines the trajectory toward the destination. 

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Stay in the Race. It's Not Painful Forever.

Have you ever started a new project, a new business, or a new relationship and realized, when it's too late to turn back, that you're in a little over your head?   Many of you know what I'm talking about and it is a defining moment.   Frankly, if you haven't had that moment you aren't pushing hard enough.  Most people will run away before they hit that point of no return because the force of fear is too great.  For many of you though, you make the decision to  take control and in the theater of battle, to wrangle the uncertainty.  Why do you do it?

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Cash is King

In 1996 I nervously approached Day 1 of investment banking in New York.  The training program would last about a month and we were all bright eyed, anxious, committed, and less than humble.  Frankly I couldn't even believe I landed the job (a different post for a different time) but I was ready.  The trainer for the program was a guy who made such an incredible impression on me.  His name was Paul Kushel, but he went by "Cash" and he managed to make even the most mundane accounting topics crazy fun and exciting (I know, I have issues).  You can read about how he got the name Cash here but it wasn't because his wife's name was Flo (that's run of the mill accounting humor).  Cash left a big impression on me and an impression I want to leave on you.  When it comes to business:  CASH IS KING.  Know it.  Love it.  Lean into it.

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Release the Pressure Valve Gradually

Entrepreneurship is a little like pressure building up in the Instapot you bought over the holidays.  There is so much energy inside of the vessel that it feels like it’s going to explode.  I was reading about Instapot horror stories online where people accidentally (or out of curiosity) flipped the release valve, only to have tonight’s soup spraying on the kitchen ceilings and walls.   I have felt like that guy many times over the years. That might be you too. 

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