Business owners and entrepreneurs are often lauded for working against all the odds and being too stubborn to quit. But in reality, there are times when quitting is the best option available.
A report recently released in New Jersey shows that, of the $4 billion in tax credits the Garden State has given to companies since 2010, a whopping 43 percent have been for jobs that already exist. Kish Rajan, director of the Governor’s Office of Business and Economic Development,says that is definitely not going to happen in California
Board members are introduced and then immediately expected to get along, share ideas and be productive. But that’s a difficult pattern for boards to follow effectively. So what makes a stellar board member?
About 70 percent of my team are introverts, and all of them were here when I came on board as a manager. They won’t come together to solve problems. In fact, one of my employees told me, “I like to figure things out on my own.” It’s like each one of them lives on an island, and it’s too hard to take their boat over to collaborate. Any advice?
Todo un poco means “a little bit of everything,” and that’s exactly how co-owner Marie Mertz describes her strategy. She runs the bistro’s operations, cooks, builds menus, chooses the daily specials, buys fresh produce, trains staff, handles community relations and hand-selects her wines. She’s proud of being in business for so many years, but “who’s counting when you’re having fun?” she says.
The old-school office style emphasized privacy and individual productivity. But the new model prioritizes the ideals of the creative class — that fast-growing, highly educated, well-paid segment of the workforce that values creativity, collaboration and the ability to customize.
Kris Barkley, the Design Director at Dreyfuss & Blackford Architects and president of the American Institute for Architects Central Valley, sat down with Comstock’s Editor in Chief Christine Calvin to talk about digital fabrication, biomimicry, the industry landscape for up-and-coming architects and, of course, next months’s Experience Architecture Week.
VSP wanted The Shop in Midtown to be flexible, buildable and breakable, a learning space and a prototype in itself (form following function). With that in mind, architects put wheels on the tables and on corrugated cardboard walls to make everything portable and adaptable.
Thomas Edison is most often credited with inventing a thing, the light bulb. But if you really take a look at what Edison did, you’ll see he was able to envision not only the technology, but also how people would use it and why they would benefit from its use. What he actually created was a product with a fully realized marketplace. Edison’s approach was an early example of a concept that has since been dubbed “design thinking” — a creative manner of problem-solving that places the user at the center of the experience.
Abandoning your email is sort of like running away from home: We all know you’ll be back by dinner time.
Surviving the Great Recession wasn’t easy for anyone, but it had a unique impact on business owners who were looking forward to retirement. One-third of small biz owners are over the age of 55 – primed to step away from the day-to-day routine. When the economy went into a tailspin, those trying to either sell or otherwise transition the ownership of their business had to keep working, even as the long slump made staying in business a struggle.
In 2008, John Bissell co-founded Micromidas Inc., a West Sacramento biotech company that has developed a process to convert carbohydrate feedstocks like cardboard into higher-value chemicals, including renewable plastics. The company incorporated in 2009. Bissell, a UC Davis grad who also serves as CEO, was recently included in Forbes Magazine’s “30 Under 30,” a tally of the brightest stars in 15 different fields, and has helped raise more than $20 million in financing for his company.
Middle management is a damned-if-you-do, damned-if-you-don’t position. Stuck in the middle, you’re responsible for managing down to your reports, out to customers and clients, and up to your superiors. When it comes to delivering bad news, you’re the messenger most likely to be shot.
I’m an accountant for a small start up in Sacramento — not an HR manager. But, as often happens, HR issues tend to fall on someone, and that someone is me. The current team has been here since the beginning; we started the place. But now we need to hire someone. A stranger. How do I start?
If I wanted my 20-year-old son to join me for a late meal, I’d text him: “Buffet on me.” But I would never ever text my 86-year-old mother with a dinner invitation. For her, there would be a phone call with plenty of formalities and forewarning, a promise of a nice, sit-down establishment and a start time of 4:00 p.m. to take advantage of early bird specials. Why? Because each generation communicates differently.
On July 1, 35-year-old Michael Marion became the executive director and associate vice provost of Drexel University Sacramento. Marion replaces Dr. Sandra Kirschenmann, who will officially retire on Sept. 1.
You can dismiss someone from the conference room, but you may still have to face him or her in the living room.
It may seem that landing that New York Times interview, getting featured on the front page of AOL or winning a $135,000 business contest means that, as a business owner, you are set for life. In truth, it’s just the beginning.
Left unchecked, underachievers can drag down an entire team’s performance, and that goes double when the problem staffer is family.