It’s about collaborating in small groups, embracing each other’s humanity, and designating a “Yoda.” The Covid-19 crisis is forcing leaders to discover new ways of fostering connectivity among team members. But in virtual meetings, teams need to create psychological safety and space for open communication in order to succeed. Working remotely doesn’t have to feel remote. --------------------------------------------------------------------- At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: https://hbr.org/email-newsletters Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review

During the economic downturn of 2002, instead of distributing dividends, Joie de Vivre was forced to ask investors to help out the company financially. Rather than approaching investors in a completely solemn manner, Conley explains how approaching his investors with a sense of humor helped in the negotiation and persuasion process.

<p><span data-sheets-value= "{"1":2,"2":"Retail is changing fast and Covid will change the landscape further. This was happening before the pandemic. Traditional big box stores are shrinking or closing. Malls are disappearing. And Amazon keeps growing. But not everyone is running scared. Mark Ghemezerian's mega malls and businesses are moving away from traditional retail stores and into more experiential offerings like food, entertainment and unique experiences. And now Mark himself has taken it one step further starting a new concept called \"Fourpost\", a curated collection of micro stores and eateries."}" data-sheets-userformat= "{"2":5035,"3":{"1":0},"4":[null,2,15389148],"6":{"1":[{"1":2,"2":0,"5":[null,2,0]},{"1":0,"2":0,"3":3},{"1":1,"2":0,"4":1}]},"8":{"1":[{"1":2,"2":0,"5":[null,2,0]},{"1":0,"2":0,"3":3},{"1":1,"2":0,"4":1}]},"10":2,"11":0,"12":0,"15":"arial,sans,sans-serif"}"> Retail is changing fast and COVID-19 will change the landscape further. Traditional big box stores and malls are shrinking or closing, while Amazon grows. But not everyone is running scared. Mark Ghermezian's mega malls and businesses are moving away from traditional retail stores and into more experiential offerings like food, entertainment and unique experiences. And now Mark has taken it one step further starting a new concept called "Fourpost", a curated collection of micro stores and eateries.</span></p>

<p>We’re proud to announce this year’s Semifinalists for the 2019-2020 Penn Wharton Startup Challenge. Teams consist of students from The Wharton School, The College of Arts and Sciences and The School of Engineering and Applied Science. The Startup Challenge and Showcase attracts the best and brightest entrepreneurial minds from across the Penn community as they compete for a chance to win $135,000 in cash and prizes.</p><p><br></p><ul><li><strong>BIO</strong>: SHOWCASE vending machines are a platform for brands to trade products for feedback. Consumers get free items, in exchange for a quick survey, and brands get targeted, quality, in-moment data.</li><li class="ql-indent-1"><strong>TEAM MEMBERS:</strong>&#160;DANA KIM (WG’20)</li><li class="ql-indent-1"><strong>ADDITIONAL LINKS:&#160;</strong><a href="https://www.showcaseinsights.com/" rel="noopener noreferrer" target="_blank"><strong>WEBSITE</strong></a></li></ul><p><br></p><br /><hr><p style='color:grey; font-size:0.75em;'> See <a style='color:grey;' target='_blank' rel='noopener noreferrer' href='https://acast.com/privacy'>acast.com/privacy</a> for privacy and opt-out information.</p>

COVID-19 has pushed many founders to attempt risky pivots with their business. Other founders are hoarding cash. And many of them are seeing VC money dry up. On today’s show, investors Sarah Downey and Phil Nadel advise four worried founders on how to keep their businesses afloat. The callers: Shannon Malkin Daniels, Encaptiv Krystin Hargrove, CoTripper Dan Brown, Up-Rite Storage Rack Chris Murphy, Brewella's

<p>Backed by corporate investors that included Cisco, Google, Microsoft and Salesforce, Omar Tawakol founded Voicea in 2017, and served as the company’s CEO until its acquisition by Cisco in September 2019. Voicea’s core offering was EVA, an&#160; in-meeting AI assistant that transcribed meetings, generated highlights, and pushed relevant meeting content to productivity tools like Slack and Microsoft Teams. EVA is now being rolled into Cisco’s Webex Assistant, and Tawakol is currently the VP and GM of the Cisco Contact Center. In this talk, he explores the strategies he employed as he scaled Voicea and landed it at Cisco. He also draws on his experience building BlueKai, a data exchange and data management platform company he founded in 2007 and sold to Oracle in 2014, and draws contrasts between the two very different B2B business models.</p>

Product leaders — or commonly referred to as Product Managers — have great amounts of responsibilities, and one of the more challenging tasks that they are responsible for is, ‘finding or achieving product-market fit’. The framework for achieving product-market fit has five steps: Identifying the innovators and early adopters; Uncovering the target customers’ underserved needs; Building the value proposition strategy; Building the Minimum Viable Product (MVP); Testing, gathering, and incorporating customer feedback

In this article, you’ll learn how product-market fit inspires you to create the best products that serve strong market demand.

<p>Hello and welcome back to <a href="https://open.spotify.com/show/5IEYLip3eDppcOmy5DmphC?si=bjgo57TCQ-uFC38-iTy6HA">Equity</a>, TechCrunch’s venture capital-focused podcast, where we unpack the numbers behind the headlines.</p><p><i><strong>Are you a regular Equity listener?</strong></i> <a href="https://docs.google.com/forms/d/e/1FAIpQLSeE8Y2CpYM3IvuWiVAvdqNrC_fXvZARfcVUMIjycy_3gK_Vtw/viewform"><i><strong>Take our survey here</strong></i></a><i><strong>!  **_</strong></i><a href="https://forms.gle/QPU3sx3Hqv14Duuy9"><i><strong>https://forms.gle/QPU3sx3Hqv14Duuy9</strong></i></a><i><strong> _</strong>We talk about it on the show, and it's embedded below in case you don't want to click a link.**</i></p><p>From home once again this week, <a href="https://twitter.com/DannyCrichton">Danny</a>, <a href="https://twitter.com/nmasc_">Natasha</a>, <a href="http://twitter.com/alex">Alex</a>, and <a href="https://twitter.com/cgates123">Chris</a> got together to pull the show together. But unlike last week's episode (<a href="https://techcrunch.com/2020/05/08/is-it-better-to-be-a-private-or-public-company-right-now/">catch up here if you are behind</a>), this week's show features a game that actually worked. It's at the end, as you'll see.</p><p>But before that piece of the puzzle, there was a bunch of news to go over. We had to <a href="https://techcrunch.com/2020/05/14/are-stable-saas-valuations-driven-by-logic-or-hope/">leave SaaS valuations</a>, <a href="https://techcrunch.com/2020/05/13/with-the-crv-backed-liftoff-list-competition-and-prize-student-entrepreneurs-get-rewarded/">the Liftoff List</a>, <a href="https://www.theinformation.com/articles/as-recession-looms-brex-stockpiles-cash-cuts-credit">Brex</a>, <a href="https://techcrunch.com/2020/05/13/falconx-raises-17m-to-power-its-crypto-trading-service/">and FalconX</a> on the floor, but there was still so much good stuff to cover:</p><ul><li><a href="https://techcrunch.com/2020/05/12/slice-series-c/">Slice raised $43 million from KKR</a>, making us all rather hungry -- and curious. Where does Slice fit into the food-delivery market, and does its restaurant-friendly model give it enough room to grow revenue so that its new valuation makes sense?</li><li><a href="https://techcrunch.com/2020/05/12/a-grubhub-uber-tie-up-would-remake-the-food-delivery-landscape/">The Uber Eats-Grubhub deal was an unavoidable topic this week</a>, given that it has the chance to remake the food delivery landscape. What room would be left in the market for Postmates? And would it pass regulatory scrutiny? We're curious.</li><li>Sticking to the on-demand theme, Instacart has <a href="https://techcrunch.com/2020/04/23/instacart-announces-new-covid-19-policies-and-plans-to-hire-250000-more-shoppers/">grown <i>bonkers-quick</i> in the last few months</a>, even <a href="https://www.theinformation.com/articles/instacart-swings-to-first-profit-as-pandemic-fuels-surge-in-grocery-delivery">making some money in the process</a>. We're impressed.</li><li>It's not the only thing out there growing like hell -- Shopify is also putting up insane numbers, as reflected in its share price. TechCrunch <a href="https://techcrunch.com/2020/05/13/as-e-commerce-booms-during-the-pandemic-shopify-accelerates/">took a look back through its history the other day</a>.</li><li>The secondary markets <a href="https://techcrunch.com/2020/05/12/once-rivals-secondary-market-player-forge-is-acquiring-sharespost-in-a-160-million-cash-and-stock-deal/">saw some consolidation this week</a>, which brought back some fond memories.</li><li><a href="https://techcrunch.com/2020/05/13/quizlet-valued-at-1-billion-as-it-raises-millions-during-a-global-pandemic/">Quizlet raised $30 million at a $4 billion valuation</a>, causing some consternation amongst the hosts. And <a href="https://techcrunch.com/2020/05/12/trillions-are-at-stake-in-the-retirement-wars-and-vise-nets-14-5m-from-sequoia-to-manage-it/">Vise raised a more modest $14.5 million in a round that Danny covered</a>.</li></ul><p>Then we played our game. Please hold us to account. And if you have listened to the show for a while, take our survey! It's right after this next sentence.</p>

<p><span style="font-weight: 400;">Wondering if you should make changes to your Facebook ads strategy? Looking for tips to guide your decision-making during times of uncertainty?</span></p> <p><span style="font-weight: 400;">To explore how to navigate Facebook advertising during the COVID-19 pandemic,</span> <a href= "https://www.socialmediaexaminer.com/using-facebook-ads-in-uncertain-times-amanda-bond?utm_source=smm-podcast&utm_medium=podcast-description&utm_campaign=smmp20-smmpweek19-fri"> <span style="font-weight: 400;">in this episode</span></a> <span style="font-weight: 400;">I interview</span> <a href= "https://theadstrategist.com"><span style= "font-weight: 400;">Amanda Bond</span></a><span style= "font-weight: 400;">. Amanda is a Facebook ads expert and founder of The Ad Strategist.</span></p> <p><strong>USEFUL INFORMATION</strong><span style= "font-weight: 400;">:</span></p> <p><span style="font-weight: 400;">We'd love you to</span> <a href= "https://www.socialmediaexaminer.com/apple"><span style= "font-weight: 400;">review our show</span></a> <span style= "font-weight: 400;">on Apple Podcasts.</span></p>

For years, Pierre Laguerre worked as a truck driver. During those years he saw one of the biggest inefficiencies in the industry up-close: getting available drivers matched with trucks ready to get on the road. Barely a year after launch, his business, Fleeting, is growing fast. But he’ll have to convince the investors he has the technical savvy to make the company grow even faster. And he’ll need to tackle another problem: how to adapt to an industry transformed by COVID-19. Today’s investors are Maia Bittner, Elizabeth Yin, Sheel Mohnot, and Charles Hudson.

In January, I had the pleasure of organizing and moderating the Annual "Nuts and Bolts of Business Plans" seminar series at MIT. Although these seminars are aimed primarily at MIT students who are planning to enter the Business Plan Competition, many non-students attended as well. There were 12 excellent outside speakers covering the topics of marketing, finance, business plan basics, and "war stories." In reviewing the notes I took during the series, I was struck with how consistent the message was from these 12 speakers who never met each other, and how similar that message was to what has been said by the 50 or so unrelated speakers who have participated in the series over the past six years. Here is a summary of those messages.

How can we best take care of ourselves while we get through this pandemic? And how can we set ourselves up to thrive afterward? This video was recorded live on May 11, 2020. Thrive Global CEO Arianna Huffington joins HBR's Adi Ignatius and Joshua Macht to discuss the importance of sleep, meditation, and more. --------------------------------------------------------------------- At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: https://hbr.org/email-newsletters Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review

<p>We’re proud to announce this year’s Semifinalists for the 2019-2020 Penn Wharton Startup Challenge. Teams consist of students from The Wharton School, The College of Arts and Sciences and The School of Engineering and Applied Science. The Startup Challenge and Showcase attracts the best and brightest entrepreneurial minds from across the Penn community as they compete for a chance to win $135,000 in cash and prizes.</p><br><p><br></p><ul><li><strong>BIO: </strong>MAR Designs has developed a patient responsive wrist orthotic for the treatment of spasticity in children with cerebral palsy. This device improves wrist function while ensuring patient comfort by dynamically stretching the joint as the child is falling asleep using a specialized motorized system.</li><li class="ql-indent-1"><strong>TEAM MEMBERS:</strong>&#160;REBECCA LI (GRE’23); ARIELLA MANSFIELD (GRE’23); MICHAEL SOBREPERA (GRE’21)</li><li class="ql-indent-1"><strong>ADDITIONAL LINKS:</strong>&#160;<a href="https://mar-designs.com/" rel="noopener noreferrer" target="_blank">WEBSITE</a></li></ul><p><br></p><br /><hr><p style='color:grey; font-size:0.75em;'> See <a style='color:grey;' target='_blank' rel='noopener noreferrer' href='https://acast.com/privacy'>acast.com/privacy</a> for privacy and opt-out information.</p>

<p>Hello and welcome back to <a href="https://open.spotify.com/show/5IEYLip3eDppcOmy5DmphC?si=bjgo57TCQ-uFC38-iTy6HA">Equity</a>, TechCrunch’s venture capital-focused podcast, where we unpack the numbers behind the headlines.</p><p>Every week we write this post with some opening line akin to <i>wow, what a week, huh? </i>This is yet another one of those weeks. Perhaps this is just life now, and every week will stretch before us, similar to what Gandalf said after killing that Balrog, that "every day was as long as the life age of the Earth."</p><p>Anyhoo, we recorded Equity to try and make a little sense of the week as there was a lot going on. So, <a href="https://twitter.com/nmasc_">Natasha</a>, <a href="https://twitter.com/DannyCrichton">Danny</a>, and <a href="http://twitter.com/alex">Alex</a> once again gathered to parse it all. Here's a rough digest of the topics from this episode:</p><ul><li><strong>Techstars' virtual demo days.</strong> Natasha and Alex are listening in to as many Techstars virtual demo confabs as they can along with other TC staff, <a href="https://techcrunch.com/2020/05/05/techcrunchs-top-16-picks-from-techstars-april-virtual-demo-days/">pulling out favorites as we go</a>. Today we dug into what is working, and what isn't with virtual demo days.</li><li>While VC Twitter might make it seem like every firm is open for business, that is not the reality. We talk about signaling risk, <a href="https://techcrunch.com/2020/05/05/what-the-new-vc-show-and-tell-means-for-signaling-risk/">external signs a firm is investing</a>, and throw pro rata chat around in between.</li><li><strong>Peanut</strong>, a social network for women, <a href="https://techcrunch.com/2020/05/05/social-network-for-women-peanut-raises-12m-series-a-amid-pandemic/">raised $12 million</a> and that is the good news we needed this week. Think of it as a better, cleaner and more intimate version of your favorite Facebook group. About 1.6 million are on the platform.</li><li><a href="https://techcrunch.com/2020/05/06/every-mother-is-a-fitness-streaming-platform-for-new-and-expecting-mothers/"><strong>Every Mother</strong> raised a small sum</a> to bring safety and community to pre and post natal workouts for mothers.</li><li><strong>Robinhood's</strong> Series F. The new Robinhood round <a href="https://techcrunch.com/2020/05/04/robinhood-raises-280m-pushing-its-valuation-to-8-3b/">values the company at around $8.3 billion</a>, a huge number but one that wasn't as high as we might have expected, given how much its valuation used to grow between new funding events.</li><li><a href="https://techcrunch.com/2020/05/05/citing-revenue-declines-airbnb-cuts-1900-jobs-or-around-25-of-its-global-workforce/"><strong>Airbnb</strong> cut 1,900 people in a devastating round of layoffs </a>for the travel and hospitality company. We discuss o-founder and CEO Brian Chesky's detailed <a href="https://news.airbnb.com/a-message-from-co-founder-and-ceo-brian-chesky/">blogpost</a> about the cuts, and whether it is better to be a public or a private company during this pandemic.</li><li><a href="https://techcrunch.com/2020/05/06/uber-is-laying-off-3700-as-rides-plummet-due-to-covid-19/"><strong>Uber</strong> cut staff this week</a>, and <a href="https://techcrunch.com/2020/05/07/uber-leads-170-million-lime-investment-offloads-jump-to-lime/">pumped money into a massive <strong>Lime</strong> downround</a> that may see it offload its own micromobility business onto the smaller company. Not a good week for Uber, not a good week for Lime.</li></ul><p>We <a href="https://techcrunch.com/2020/05/04/daily-co-raises-4-6m-video-chat-api-service/">didn't get to chat</a> <a href="https://techcrunch.com/2020/05/05/treasury-prime-raises-9m-to-bring-its-banking-apis-to-market/">API funding rounds</a> or <a href="https://techcrunch.com/2020/05/06/the-great-unicorn-retreat/undefined">the unicorn retreat</a>, or even really riff on earnings. There's so much going on! But, we'll be back Monday morning so sit tight.</p>

What’s the right way to reopen the U.S. for business? How do we balance safety and the need to get the economy going? This video was recorded live on April 27, 2020. Thomas Friedman, Pulitzer Prize-winning columnist for The New York Times, joins HBR’s Adi Ignatius and Joshua Macht to discuss this and other topics in the first episode of HBR Quarantined, a new weekly show about how business is dealing with the Covid-19 crisis. --------------------------------------------------------------------- At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: https://hbr.org/email-newsletters Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review

<p>We’re proud to announce this year’s Semifinalists for the 2019-2020 Penn Wharton Startup Challenge. Teams consist of students from The Wharton School, The College of Arts and Sciences and The School of Engineering and Applied Science. The Startup Challenge and Showcase attracts the best and brightest entrepreneurial minds from across the Penn community as they compete for a chance to win $135,000 in cash and prizes.</p><p><br></p><ul><li><strong>BIO:</strong> SilkBlu Technologies LLC is a software innovation company aspiring to democratize information and empower companies in emerging markets through WiFi-enabled analytics.</li><li><strong>TEAM MEMBERS:&#160;</strong>ELIZA CULP(C’20); JOSEPH IWASYK (ENG’20); RANSFORD ANTWI (ENG’20); KYLER MINTAH (ENG’20), JOSEPH KIRAN</li><li><strong>ADDITIONAL LINKS:&#160;</strong><a href="https://www.silkblu.com/wifi" rel="noopener noreferrer" target="_blank"><strong>WEBSITE</strong></a></li></ul><p><br></p><br /><hr><p style='color:grey; font-size:0.75em;'> See <a style='color:grey;' target='_blank' rel='noopener noreferrer' href='https://acast.com/privacy'>acast.com/privacy</a> for privacy and opt-out information.</p>

<p><span data-sheets-value= "{"1":2,"2":"There is a reason we choose to pay $5 for a cup of coffee when you can buy the same product at a convenience store for .99.The customers aren't paying for the coffee, they are paying for the experience of being at Starbucks. Danny Meyer the famed restauranteur was doing this before the term \"experience economy was even coined back in the 1990's. He opened his first restaurant in New York City called Union Square Cafe back in 1985 and one thing he has always done better than anyone else in the business or for that matter any business is offer an incredible experience. "}" data-sheets-userformat= "{"2":5035,"3":{"1":0},"4":[null,2,15389148],"6":{"1":[{"1":2,"2":0,"5":[null,2,0]},{"1":0,"2":0,"3":3},{"1":1,"2":0,"4":1}]},"8":{"1":[{"1":2,"2":0,"5":[null,2,0]},{"1":0,"2":0,"3":3},{"1":1,"2":0,"4":1}]},"10":2,"11":0,"12":0,"15":"arial,sans,sans-serif"}"> There is a reason we choose to pay $5 for a cup of coffee. The customers aren't paying for the coffee, they are paying for the experience of being at Starbucks. Danny Meyer the famed restauranteur was doing this before the term "experience economy" was even coined back in the 1990's. He opened his first restaurant in New York City called Union Square Cafe back in 1985 and one thing he has always done better than anyone else in the business is offer an incredible experience.</span></p>

<p>We’re proud to announce this year’s Semifinalists for the 2019-2020 Penn Wharton Startup Challenge. Teams consist of students from The Wharton School, The College of Arts and Sciences and The School of Engineering and Applied Science. The Startup Challenge and Showcase attracts the best and brightest entrepreneurial minds from across the Penn community as they compete for a chance to win $135,000 in cash and prizes.</p><p><br></p><ul><li><strong>BIO: </strong>Mobility seeks to mobilize the large population of economically-restricted individuals in South Africa to complete deliveries of chronic medicines from pharmacies to individual households in order to tackle the medical last-mile challenge.</li><li><strong>TEAM MEMBERS:</strong>&#160;YIWEN LI (C’21, W’21); JACOB CHIDAWAYA (ENG’23); ARIS SAXENA (W’21); SONIA SHAH (C’22); EASH AGGARWAL (C’21)</li><li><strong>ADDITIONAL LINKS:&#160;</strong><a href="https://mobilityhealth.io/" rel="noopener noreferrer" target="_blank"><strong>WEBSITE</strong></a></li></ul><p><br></p><br /><hr><p style='color:grey; font-size:0.75em;'> See <a style='color:grey;' target='_blank' rel='noopener noreferrer' href='https://acast.com/privacy'>acast.com/privacy</a> for privacy and opt-out information.</p>

Predicting the path ahead has become nearly impossible, but we can speculate about the size and scale of the economic shock. Economic contagion is now spreading as fast as Covid-19 itself. Social distancing, intended to physically disrupt the spread, has severed the flow of goods and people, stalled economies, and is in the process of delivering a global recession. Predicting the path ahead has become nearly impossible, as multiple dimensions of the crisis are unprecedented and unknowable. Pressing questions include the path of the shock and recovery, whether economies will be able to return to their pre-shock output levels and growth rates, and whether there will be any structural legacy from the coronavirus crisis. This Explainer explores several scenarios to model the size and scale of the economic shock and the path ahead. Based on the HBR article by Philipp Carlsson-Szlezak, Martin Reeves and Paul Swartz --------------------------------------------------------------------- At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: https://hbr.org/email-newsletters Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review

Having project managers as a specific position on your team is a choice that can drive what your business looks like. It's a choice that can ultimately determine what your position as a founder looks like. Are you a manager of managers? Do you directly work with clients? It can mean a difference between running your business as a solopreneur or running your operation agency-style. Key Take-Aways: - How a project manager has been a critical role in the growth of Yellow House Media - How knowing whether or not you need a project manager depends on the kind of business you want to run - When a project manager IS a critical team member and when it might it not be - How to make plans to scale your team as you grow

<p>&#160;Kathleen joins Emily today to discuss the ever-evolving nature of business branding, defining what exactly branding is, what to do with your brand when your business becomes more complex, and what to do when your ideas outgrow the business and brand that you've already built. <br><br>This episode is sponsored by <a href="http://freshbooks.com/beingboss">Freshbooks Cloud Accounting</a> and <a href="https://acuityscheduling.com/beingboss">Acuity Scheduling</a>.<br><br><a href="https://beingboss.club/podcast/brand-strategies">Get full show notes for this episode here</a><br><br>---<br><br>Follow Being Boss on Instagram: <a href="https://www.instagram.com/beingbossclub/">@beingbossclub</a><br>Follow Being Boss on Twitter: <a href="https://twitter.com/beingbossclub">@beingbossclub</a><br>Follow Being Boss on Facebook: <a href="https://www.facebook.com/beingbossclub/">facebook.com/beingbossclub</a></p>

<p>Author and business owner Maia Toll joins us today to talk&#160; about using your business as an outlet for your creative expression, how to use intuition in your business, and how you can stay motivated for the long haul. Maia also took some time to tell us the fascinating story of how she became an entrepreneur and what led her to write her book series. <br><br><a href="https://beingboss.club/podcast/business-as-creative-expression">Get full show notes for this episode here</a><br><br>---<br><br>Follow Being Boss on Instagram: <a href="https://www.instagram.com/beingbossclub/">@beingbossclub</a><br>Follow Being Boss on Twitter: <a href="https://twitter.com/beingbossclub">@beingbossclub</a><br>Follow Being Boss on Facebook: <a href="https://www.facebook.com/beingbossclub/">facebook.com/beingbossclub</a></p>

The standard work/family narrative is an outdated excuse for what holds women back. Ask people to explain why women remain so dramatically underrepresented in the senior ranks of most companies, and you will hear from the vast majority a lament that goes something like this: High-level jobs require extremely long hours, women’s devotion to family makes it impossible to put in those hours, and so their careers inevitably suffer. Not so, say the authors, who spent 18 months working with a global consulting firm that wanted to know why it had so few women in positions of power. Although virtually every employee the authors interviewed related a form of the standard explanation, the firm’s data told a different story. Women weren’t being held back because of trouble balancing work and family; men, too, suffered from that problem and nevertheless advanced. Women were held back because they were encouraged to take accommodations, such as going part-time and shifting to internally facing roles, which derailed their careers. The real culprit in women’s stalled advancement, the authors conclude, is a general culture of overwork that hurts both sexes and locks gender equality in place. To solve this problem, they argue, we must reconsider what we’re willing to allow the workplace to demand of all employees. --------------------------------------------------------------------- At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: https://hbr.org/email-newsletters Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review

Acting on emotion leads to bad decisions, so you need to slow down. Here’s how. With the news around the COVID-19 pandemic developing quickly, people are making decisions — often quickly — on everything from whether to cancel meetings to how to best project their family and colleagues. In a time of crisis and uncertainty, there are several psychological factors that impact our ability to make decisions. Our brains are responding to a sense of threat, a deep feeling of uncertainty, and a lack of control and information, all of which leads us to make short-sighted decisions that may fill immediate psychological needs but aren’t necessary in the long term. To make better choices, we need to slow down and access the deliberative reasoning part of our brain. Any decision to act should be based on deliberation, sober reflection on data, and discussion with experts — not in reaction to a headline or a tweet. Based on the following HBR articles: "Managing the Stress and Uncertainty of Coronavirus" by Morra Aarons-Mele https://hbr.org/podcast/2020/03/managing-the-stress-and-uncertainty-of-coronavirus "Slow Down to Make Better Decisions in a Crisis by Art" Markman https://hbr.org/2020/03/slow-down-to-make-better-decisions-in-a-crisis "A Simple Way to Stay Grounded in Stressful Moments" by Leah Weiss https://hbr.org/2016/11/a-simple-way-to-stay-grounded-in-stressful-moments --------------------------------------------------------------------- At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: https://hbr.org/email-newsletters Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review

Yancey Strickler is hte founder and former CEO of Kickstarter. And he’s the author of a great new book, “This Could Be Our Future,” which gives a new values-driven way of looking at entrepreneurship. Which is particularly important in this day and age of lock-down when consumerism is beginning to change in a major way. In this episode, he spells out exactly how someone can create long-term value for customers that sustains your business in crisis (and not in crisis.) I write about all my podcasts! Check out the full post and learn what I learned at jamesaltucher.com/podcast. Thanks so much for listening! If you like this episode, please subscribe to “The James Altucher Show” and rate and review wherever you get your podcasts: Apple Podcasts Stitcher iHeart Radio Spotify   Follow me on Social Media: YouTube Twitter Facebook

Tiffany Walling McGarity called in to the show and you, our listeners, voted her on to pitch the investors. But from the moment she stepped in the room, it was clear that this pitch would play out differently from the rest. On this episode, what a pitch sounds like when all you have are a few scratches on the back of the metaphorical napkin. Today's investors are Maia Bittner, Elizabeth Yin, Sheel Mohnot, Charles Hudson and David Goldberg.

As a Stanford Biodesign Innovation Fellow, Kate Rosenbluth was captivated by the unmet need to treat hand tremors. She discovered that the site of deep brain stimulation was accessible through the peripheral nerves in the wrist, and teamed up with Scott Delp, director of the Stanford Neuromuscular Biomechanics Lab, to found Cala Health, where she is now the chief scientific officer. The company’s wearable neuromodulation therapies merge neuroscience research with cutting-edge technology to deliver individualized peripheral nerve stimulation. Here, she presents a framework for “needs-based innovation,” and explores how she emphasized a needs-based approach in the context of Cala Health.

Whether you&#39;re leading a team, family, community, or just yourself, leadership is complicated in a moment of crisis. These simple strategies can help you support yourself and those relying on you. Read the transcript. Check out all the Quick and Dirty Tips shows. Subscribe to the newsletter for regular updates. Join the conversation on Facebook&nbsp;and Twitter. Through the end of April, Podchaser will donate 25 cents to Meals on Wheels for every review. Leave a review for Modern Mentor! Links: https://www.quickanddirtytips.com/business-career/careers/lead-during-crisis https://www.quickanddirtytips.com/podcasts https://www.quickanddirtytips.com/subscribe https://www.facebook.com/QDTModernMentor https://twitter.com/QDTModernMentor Podchaser #Reviews4Good: https://www.podchaser.com/podcasts/modern-mentor-15676

Emotions are running raw during the pandemic. How should we manage our difficult feelings, especially at work? Weeks of social distancing have fueled a collective emotional rollercoaster of anxiety, stress, frustration, and fear. How can we better manage our emotions as individuals? How emotionally vulnerable can—or should—we be at work? Especially during this crisis, resilient and compassionate emotional intelligence with our colleagues is more essential than ever. Susan David, a Harvard Medical School psychologist and author of “Emotional Agility”, offers a helpful approach on how to manage difficult emotions—in life and at work—during this challenging time. Tips for managing difficult emotions: 1. Permit yourself to experience the emotion—it’s a normal response. Openly recognize what you’re feeling, practice “gentle acceptance” that it’s happening, and then respond to that emotion with an open attitude. Let go of what you cannot control. 2. Extend compassion to yourself and to others. Be patient and try to understand the full reality of the situation. Be kind, loving, and courageous. 3. Recognize that difficult emotions are clear signposts to your beliefs and values. Interpret your feelings, even if it’s uncomfortable, to pinpoint what’s most important for you at this time. Learn more about Susan David: http://susandavid.com --------------------------------------------------------------------- At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: https://hbr.org/email-newsletters Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review

<p><span style="font-weight: 400;">Wondering how to stay top-of-mind with your customers, even if you aren’t open? Looking for new, creative ways to continue to show up for them?</span></p> <p><span style="font-weight: 400;">To explore how local businesses can market during uncertain times,</span> <a href= "https://www.socialmediaexaminer.com/local-business-marketing-in-uncertain-times-bruce-irving?utm_source=smm-podcast&utm_medium=podcast-description&utm_campaign=smmp20-smmpweek20-fri"> <span style="font-weight: 400;">in this episode</span></a> <span style="font-weight: 400;">I interview</span> <a href= "https://thebruceirving.com/"><span style="font-weight: 400;">Bruce Irving</span></a><span style="font-weight: 400;">. Bruce is a local business marketing pro, and the host of The Local Business Podcast and the Smart Pizza Marketing Podcast.</span></p>

<p>As a Stanford Biodesign Innovation Fellow, Kate Rosenbluth was captivated by the unmet need to treat hand tremors. She discovered that the site of deep brain stimulation was accessible through the peripheral nerves in the wrist, and teamed up with Scott Delp, director of the Stanford Neuromuscular Biomechanics Lab, to found Cala Health, where she is now the chief scientific officer. The company’s wearable neuromodulation therapies merge neuroscience research with cutting-edge technology to deliver individualized peripheral nerve stimulation. Here, she presents a framework for “needs-based innovation,” and explores how she emphasized a needs-based approach in the context of Cala Health.</p>

James Daunt is the CEO of Barnes and Noble, who was brought in to lead the company last August to help with what was already a challenging situation for the bookseller even before the Coronavirus pandemic hit. Prior to coming on board at Barnes and Noble, Daunt had turned around Waterstones one of the largest bookselling chains in all of Europe. Today, he faces incredible challenges but like any great entrepreneur he is pushing ahead and continuing to focus on his plan through the current crisis.

Cleveland Clinic Abu Dhabi CEO, Dr. Rakesh Suri, says the first step in leading his team was to slow down, take a deep breath, and align his team with a shared vision for action. The UAE – of which Abu Dhabi is the capital – was the first country in the Middle East to report a case of the virus in January. As of April 14, the UAE had reported 4,521 cases and 25 deaths. Though the situation is fast-evolving, Abu Dhabi has brought together a range of private and public healthcare facilities to test the population and treat the sick. Dr. Suri has led Cleveland Clinic Abu Dhabi’s response, at one point leading remotely from quarantine. He says that now more than ever, leaders must not neglect self-care, know when to delegate, and identify nascent leaders on their teams. --------------------------------------------------------------------- At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: https://hbr.org/email-newsletters Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review

My guest today is showing us how it's done. Lauren Caselli owns a strategic event planning and marketing firm. She coaches business and agency owners looking for more financial breathing room on how to institute rate raises and price their services appropriately - setting them up to earn more per client and feel in control of their business. Lauren and I chat about how all the craziness around coronavirus has affected her events business. We talk about how that's impacting her cash flow and her approach to her finances and how Lauren built some great financial processes into her business that are serving her well during this time. Key Takeaways: - How to handle cash flow during a worst-case scenario - How COVID-19 effects events businesses and how those effects trickle down to other agencies - How opportunities can reveal themselves in unconventional places - What kind of financial processes you can have in place to build resiliency

Because boundaries are fuzzy, you could either burn out or not get anything done. More people are foregoing a lengthy commute and working from home. But sometimes, like during the coronavirus outbreak we’re experiencing now, you may actually have to work from home. Whether you are a full-time freelancer or the occasional telecommuter, working outside an office can be a challenge. What are the best ways to set yourself up for success? How do you stay focused and productive? And how do you keep your work life separate from your home life? Based on the following HBR.org articles: “5 Ways to Work from Home More Effectively” by Carolyn O’Hara https://hbr.org/2014/10/5-ways-to-work-from-home-more-effectively “How to Stay Focused When You’re Working from Home” by Elizabeth Grace Saunders https://hbr.org/2017/09/how-to-stay-focused-when-youre-working-from-home --------------------------------------------------------------------- At Harvard Business Review, we believe in management. If the world’s organizations and institutions were run more effectively, if our leaders made better decisions, if people worked more productively, we believe that all of us — employees, bosses, customers, our families, and the people our businesses affect — would be better off. So we try to arm our readers with ideas that help them become smarter, more creative, and more courageous in their work. We enlist the foremost experts in a wide range of topics, including career planning, strategy, leadership, work-life balance, negotiations, innovation, and managing teams. Harvard Business Review empowers professionals around the world to lead themselves and their organizations more effectively and to make a positive impact. Sign up for Newsletters: https://hbr.org/email-newsletters Follow us: https://hbr.org/ https://www.linkedin.com/company/harvard-business-review/ https://www.facebook.com/HBR/ https://twitter.com/HarvardBiz https://www.instagram.com/harvard_business_review