flâneur

Maeghan Smulders

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on the atlas — 6

highlights — 17

  • please provide some insights on the factors that led to the offer falling slightly short? This will help me clarify any areas or address any concerns, and enable us to negotiate more effectively.
    Mastering the Art of Negotiation
  • is a bit short of the expectations that I shared. Could you please provide me with some insight into how the offer was reached and if there is room to match my expectations?
    Mastering the Art of Negotiation
  • offer or raise falls short of your expectations, avoid assuming the company undervalues you. Seek clarification instead. Understand the factors behind the offer: budget constraints, perceived skill gaps, or miscommunication. Whatever the scenario, calmly gather information about how they reached the offer they reached, this will empower you to create your counteroffer.
    Mastering the Art of Negotiation
  • The second reason is that many emerging markets are lagging behind in their transitions and will require more investment than their share of global GDP.
    Net zero could lead to ‘the largest redeployment of capital in history’: BNY Mellon
  • First, these economies — particularly India, China, South Korea, and Indonesia — are set to grow at a faster pace than the global average over the next decade, and part of this growth will likely be powered by coal.
    Net zero could lead to ‘the largest redeployment of capital in history’: BNY Mellon
  • the five largest emerging markets, known as the BRICS nations (Brazil, Russia, India, China, and South Africa),
    Net zero could lead to ‘the largest redeployment of capital in history’: BNY Mellon
  • bonus 6th: Don’t promise things... to anyone.
    Why is scaling past 50 employees so hard? - by Molly Graham
  • Hire strong, experienced leaders (I wrote a starter post about this on LinkedIn) 2) Build good habits around your leadership team: when you meet, what you talk about, and how you decide what/when to share with the team (Wrote a blog post about this one, finally.) 3) Create strong internal communications habits and systems that will scale with you (I wrote a starter post about this on LinkedIn) 4) Create a clear process for how decisions are made and how they are communicated once they are made (blog post coming someday!) 5) Don't hire too fast. I often talk to founders who quote numbers like “…
    Why is scaling past 50 employees so hard? - by Molly Graham
  • As a founder / CEO, this phase feels hard because all of a sudden people start asking questions that they’ve never asked before — “what’s my career path?”; “why are we doing that?”; “why do we need so many people in marketing?”; “why didn’t you tell us about X?”
    Why is scaling past 50 employees so hard? - by Molly Graham
  • The simplest explanation for what changes when you cross the 50 employee mark is that you go from being about the size of a team — e.g., you can fit around a lunch table or easily chat in a single slack channel — to being an actual company. Past 50 employees, every team will typically have more than 1 person and suddenly, not everyone knows each other, not everyone knows what is important, not everyone is clear why we’re doing what we’re doing. After 50 employees, not everyone can be involved in everything or effortlessly understand the “why” of decisions, and it causes confusion and insecurit…
    Why is scaling past 50 employees so hard? - by Molly Graham
  • The very best startup ideas tend to have three things in common: they're something the founders themselves want, that they themselves can build, and that few others realize are worth doing. Microsoft, Apple, Yahoo, Google, and Facebook all began this way.
    How to Get Startup Ideas
  • How do you find users to recruit manually? If you build something to solve your own problems, then you only have to find your peers, which is usually straightforward. Otherwise you'll have to make a more deliberate effort to locate the most promising vein of users. The usual way to do that is to get some initial set of users by doing a comparatively untargeted launch, and then to observe which kind seem most enthusiastic, and seek out more like them. For example, Ben Silbermann noticed that a lot of the earliest Pinterest users were interested in design, so he went to a conference of design bl…
    Do Things that Don't Scale
  • The mistake they make is to underestimate the power of compound growth. We encourage every startup to measure their progress by weekly growth rate. If you have 100 users, you need to get 10 more next week to grow 10% a week. And while 110 may not seem much better than 100, if you keep growing at 10% a week you'll be surprised how big the numbers get. After a year you'll have 14,000 users, and after 2 years you'll have 2 million. You'll be doing different things when you're acquiring users a thousand at a time, and growth has to slow down eventually. But if the market exists you can usually sta…
    Do Things that Don't Scale
  • . If you are more than doubling your revenue every year, I’d suggest hiring for 10 steps ahead, not 5. These things happen faster than you realize.
    Learners vs Guides: Building Your Leadership Team
  • The faster that your business is scaling, the farther ahead you need to hire
    Learners vs Guides: Building Your Leadership Team
  • If your business is $5m, you should be looking for guides who have built businesses that were $20-50m
    Learners vs Guides: Building Your Leadership Team
  • When I say a strong leadership team, I mean a team filled with folks who have seen this rodeo before. And to be clear, I don’t just mean having a leader at the head of each major department, I mean having a team of people around you who have seen scale far beyond your current stage. You need MOST of your leadership team to NOT be overwhelmed by your current stage OR the next stage that is coming. I call these leaders — the ones who have scaled something before and can see around the corners — “guides” as opposed to folks who are doing it for the first time who I call “learners.”
    Learners vs Guides: Building Your Leadership Team