Startups as human systems: Startup communication

From Ed Batista: I conducted a work­shop with the team at a startup here in the Bay Area on a range of topics related to inter­per­sonal and group dynamics. While the title was simply Startup Commu­ni­ca­tion, a theme woven throughout the day was the idea of star­tups as human systems, empha­sizing both the complexity of the orga­ni­za­tional culture and the crit­ical impor­tance of commu­ni­ca­tion, feed­back, and rela­tion­ships in this setting. A condensed version of my deck is above, and I’ve added a number of links to other posts that explore in greater depth the ideas we discussed in the work­shop. (Note that you have to down­load the deck from Slideshare in order to access those links.) · Go to Star­tups as human systems: Startup commu­ni­ca­tion →

Scaffolds and gators

From Social Insites Blog: When does a start-up stop being a start-up? It’s a ques­tion that provides great link-bait on the inter­webs, and I’m not going to answer it. There are a few hall­marks of start-up culture that we continue to culti­vate here at News­Gator that make this a place to love. · Go to Scaf­folds and gators →

Establishing rules of engagement

From Jeffrey Cufaude: In order for us to do anything with each other, we first have to under­stand how we want to be with each other.  Having stated and under­stood rules of engage­ment, shared agree­ments for partic­i­pa­tion, helps create a safer climate for indi­vidual partic­i­pa­tion.  Defining norms for a conver­sa­tion, commu­nity, or orga­ni­za­tion helps people under­stand “this is who we are and how we will do things here.”  As Margaret Wheatley has said, “To create learning orga­ni­za­tions, we must under­stand the under­lying agree­ments we have made about how we will be together.” · Go to Estab­lishing rules of engage­ment →

Occupy movement: The world’s 50 most innovative companies in 2012

From Fast­Com­pany: Disrup­tive. Small-d demo­c­ratic. Trans­parent. Tech savvy. Design savvy. Local and global. Nimble. Values-driven. No matter your gut reac­tion to what has sprung out of a seem­ingly sketchy September landing on New York’s Zuccotti Park, the Occupy move­ment is spir­i­tu­ally akin to the inno­v­a­tive compa­nies we laud else­where on this list and in each issue. Square, for example, is working to disrupt an estab­lished tril­lion-dollar payment infra­struc­ture that puts the little guy at a disad­van­tage. Occupy, mean­while, is chal­lenging a polit­ical, finan­cial, and social estab­lish­ment that has resulted in income inequality and puts most Amer­i­cans at a disad­van­tage. Both attempt to make a more fair future. · Go to Occupy move­ment: The world’s 50 most inno­v­a­tive compa­nies in 2012 →

10 essential PR tips for startups

From Erica Swallow at Mash­able: It can be chal­lenging for unknown star­tups to garner press atten­tion — budgets are tight, rela­tion­ships with jour­nal­ists may not be that strong and explaining a new concept is diffi­cult. Not to mention, early-stage star­tups usually only employ a few people focused on product and devel­op­ment. There­fore, marketing and public rela­tions are often tackled piece­meal by whomever has time.

Good press, though, can be one of the biggest drivers for star­tups looking to grow their user bases, and as a result, a pretty impor­tant compo­nent for success. · Go to 10 essen­tial PR tips for star­tups →

The start-up of you

From Thomas Friedman in NY Times: The rise in the unem­ploy­ment rate last month to 9.2 percent has Democ­rats and Repub­li­cans reli­ably falling back on their respec­tive cure-alls. It is evidence for liberals that we need more stim­ulus and for conser­v­a­tives that we need more tax cuts to increase demand. I am sure there is truth in both, but I do not believe they are the whole story. I think some­thing else, some­thing new — some­thing that will require our kids not so much to find their next job as to invent their next job — is also influ­encing today’s job market more than people realize. · Go to The start-up of you →

Startup questions for team relationships

Edgar Schein writes, "When two or more people come together to form a work or task-oriented group, there will first be a period of essentially self-oriented behavior reflecting various concerns that any new member of a group could be expected to experience." Here are questions to help the team in its forming stage. The questions are designed for each individual to answer and then share with the team.