A Perfect Ten Return Path turns 10 years old today. We are in the midst of a fun week of internal celebrations, combined with our holiday parties in each office as well as year-end all-hands meetings. I thought I would share some of my reflections on being 10 in the blog as I’ve shared them with our team. What being 10 means to me – and what’s enabled us to make it this long: It means we’ve beaten the odds. Two major global economic meltdowns. The fact that 90% of new small businesses fail before they get to this point. Probably a higher percentage of venture backed startups fail before they get to 10 as well We’ve gotten here because…
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Entrepreneurship
If this madness all ended tomorrow, I would do…almost nothing
If this madness all ended tomorrow, I would do…almost nothing (This post originally appeared on FindYourNerve on October 21) I don’t know what you call the last 12 months of global macroeconomic meltdown. I’ve taken to calling it the Great Repression. In part because it’s somewhere in between a Recession and a Depression, in part because it’s certainly repressed the wants and needs of startups and growth companies the world over. And it makes for good cocktail party chatter. Someone asked me a question the other day, which started off with “Now that the recession is over…” I can’t even remember the end of the question. I got lost in the framing of it, mostly because I’m not convinced it’s…
The Gift of Feedback, Part III
The Gift of Feedback, Part III Last week, I posted about my new development plan. I thought I’d also share a “team development plan” that we crafted this year for the entire Executive Committee at Return Path (basically me and my direct reports), coming out of all of our 360 live reviews taken as a whole. Push each other harder and be continuous in our effort to provide the team and each of us feedback and further develop: Improve ability to handle conflict as a group; Drive this work deeper into the organization; “Eyes/ears/mouth open;” Explore how to better serve as role models to the rest of the organization, especially our direct reports/the next level of management; How do we…
Another Only Once Moment, Sort Of
Another Only Once Moment, Sort Of I’ve never handed over the reins of a company before (no, I’m not leaving, and we aren’t selling Return Path). But I did the other day, for the first time. As many people know, last year we reorganized the company to focus entirely on deliverability and whitelisting and spun out Authentic Response, a company in the online market research business, into a completely separate entity. Since then, I have been CEO of both companies. Although Return Path has had more of my focus — Authentic Response had excellent day-to-day leadership under Co-Presidents Jeff Mattes and Rob Mattes — I’ve still been working in both businesses. Today, we officially announced the hiring of my replacement,…
The Gift of Feedback, Part II
The Gift of Feedback, Part II I’ve written a few times over the years about our 360 feedback process at Return Path. In Part I of this series in early 2008, I spelled out my development plan coming out of that year’s 360 live review process. I have my new plan now after this year’s process, and I thought I’d share it once again. This year I have four items to work on: Continue to develop the executive team. Manage the team more aggressively and intentionally. Upgrade existing people, push hard on next-level team development, and critically evaluate the organization every 3-6 months to see if the execs are scaling well enough or if they need to replaced or…
Scaling Frustrations
Scaling Frustrations Two things have come up in spades lately for me that are frustrations for me as a CEO of a high growth company. These are both people related — an area that's always been the cornerstone of my leadership patterns. That probably makes them even more frustrating. Frustration 1: Worrying that I don't get completely candid feedback from deep in the organization. I've always relied on direct interactions with junior staff and personal observation and data collection in order to get a feel for what's going on. But a couple times lately, people had been warning me (for the first time) when I've relayed feedback with comments like, "Of course you heard that — you're the CEO. People…
Ten Characteristics of Great Investors
Ten Characteristics of Great Investors Fred had a great post today called Ten Characteristics of Great Companies. This link includes the comments, which numbered over 70 when I last looked. Great discussion overall, especially for Fred’s having come up with the list on a 15-minute subway ride. Fred used to write a series of posts about VC Chiches, and I would periodically write a Counter-Chiche post from the entrepreneur’s perspective. This post inspired me to do the same. So I’ve taken 15 minutes here, pretended I’m on the subway, and here is my list of Ten Characteristics of Great Investors, in no particular order: Great investors know how to give strategic advice without being in the operating weeds of a…
Book Short: Go Where They Ain’t
Book Short: Go Where They Ain’t Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant, by W. Chan Kim and Renée Mauborgne isn’t bad, but it could literally be summed up by the title of this post. I think it’s probably a better book for people who aren’t already entrepreneurs. That said, there are two chapters that I found pretty valuable. One is called “Reconstruct Market Boundaries,” which is a great way of thinking about either starting a new business or innovating an existing one. It’s a strategy that we’ve employed a few times over the years at both Return Path and Authentic Response. It’s hard to do, but it expands the available territory you have…
Techstars Roundup: Why I Mentor Other Entrepreneurs
Techstars Roundup: Why I Mentor Other Entrepreneurs Yesterday was Demo/Investor day at Techstars in Boulder, Colorado. A lot of people have written about it – Fred, Brad, and a great piece by Don Dodge on TechCrunch listing out all the companies. My colleague George and I co-mentored two of the companies, SendGrid and Mailana, and we really enjoyed working with Isaac and Pete, the two entrepreneurs. I posted twice earlier this summer on the TechStars experience. My first post on this, Where do you Start?, was about whether to be methodical in business planning for a startup or dive right into the details. My second post, One Pitfall to Avoid, was about making sure you don’t create a whizzy solution…
Self-Discipline: Broken Windows Applied to You
Self-Discipline: Broken Windows Applied to You Just as my last post about New Shoes was touching a bit of a nerve around, as one friend put it, "mental housecleaning," my colleague Angela pointed me to a great post on a blog I've never seen before ("advice at the intersection of work and life" — I just subscribed), called How to Have More Self-Discipline. Man, is that article targeted at me, especially about working out. I think the author is right — more discipline around the edges does impact happiness. But it also impacts productivity. Not just because working out gives you more energy. Because having your act together in small ways makes you feel like you have your act together…
New Shoes
New Shoes This isn't really a post about new shoes, I promise. Remember, I live in the world of pattern matching and analogies. But I did go running yesterday morning — my first run in a new pair of running shoes. I usually get new running shoes every 3-6 months, depending on how much mileage I'm logging. And I find the same thing every time: I may not realize I'm uncomfortable running in the old shoes, but the minute I put the new ones on, I realize just how far the old ones had deteriorated and just how much better life is in the new ones. Same model shoe – just a fresh pair. And I run faster, stronger, and…