The List

Orbital Resource Guide

Product Development
9 Steps for Creative Problem Solving
The Importance of UX
How I Sold My App Before Coding It
Idea to Customers in 7 Weeks
How to Find a Technical Co-founder

Marketing
The Perfect Brand Name
Your Next Big Idea Better Be Verb-able
The History of an Unforgettable About Me Page
Persuasive Copy
Grassroots Marketing
6 Things I Wish Someone Told Me Before I Built a Marketing Dept
Luxury Brand Marketing
How to Pick an Agency 1 and How to Pick an Agency 2
Anatomy of a Perfect Web Page
Why Does Design Matter?
Spend More Time on the Edge
The Spin Addiction
Post Stories, Not Pictures
Guidelines for Effective Content Calendars
Social Conversation
The One Thing All Great Social Media Teams Do
Social Media Resources
35 Growth Hacker Tools
PR Advice
Case Study: Kraft
Startup Marketing
Case Study: Brand Loyalty
Case Study: Context
Case Study: Harry’s
Case Study: Monster’s University

HR
Look Beyond Resumes
New Hiring Strategy
Hire for Results, not Skills
Hire for Attitude, Train for Skills
6 Hiring Strategies
Successful Technical Interviews
Hiring a Content Marketer
Design Roles in the Tech Industry
Revealing Interview Questions 1 and Revealing Interview Questions 2
Recruiting on Twitter
When 20% of Your Staff is Pregnant
Recognition Done Wrong Kills Your Stars
Retention
How to Retain Star Employees
Employee Motivation
Exit Interviews
Should I Quit or Wait to be Fired?
Why You Need Your Own Business Cards
When to Quit a Startup Job

Management
13 Ways of Looking at a Leader
Great Manager, Good Coach
Turn Strengths into Superpowers
How to Make Faster Decisions
Being a startup means we’re nimble, but it also means we’re resource-challenged.
Feedback Loops
Everyone Needs a Sheryl Sandburg
0 Bosses Org Chart
Good Reminders
I really don’t mind coming to work. But the hours of waiting to go home just gets to me.
What Your Boss Really Wants From You
Common Mistakes a New Manager Makes
Case Study: Medium
Best and Worst Things to do when Overwhelmed
The answer to “How are things going?”
2 Emails a Week
How to Delegate Emails to your Assistant
How to Motivate Someone You Don’t Like
On work-life balance: I don’t actually believe in balance. What I believe in is harmony. There’s a big difference. – Matt Lehrer
Recalculating: Get Lost
Nongreedy Exits
How to Prioritize
90/90/1 Productivity Hack
On what to do in a crisis: Keep the morale of your team high. They are putting their life and soul into building this business. – Saima Chowdhury
Answering Emails After Work is Bad for Your Health
Our Dangerous Obsession with External Recognition
Habit: Ask “What else?”

Sales
Good SaaS pricing pages
Bad SaaS pricing pages
Credit Card required?
Large Enterprise Customers Pricing
Turn Visitors into Customers
The Road to a Million Users

Operations
Choosing a Metric
Stop Believing You Have to be Perfect
How to Turn a Commodity into a Hot Product
Effective Packaging
Case Study: Taco Bell
Cost-Cutting in Fashion
Have an Expiration Date
How to Prep for a Conference
Kinds of Failures
Expectations and Experiences
Customer Service via Reddit
Gamification Failures
Bad Password Requirements

Funding
How Funding Works
Introductions
Standardized legal documents to streamline the funding process (Fenwick & West)
Legal funding documents via 500 startups
Understanding SaaS
Enterprise Saas
Non-unicorn Investing
Investor Update Email Template

Bios
David Lauren, of Ralph Lauren
Craig Newmark, of Craigslist
Dietrich Mateschitz, of Red Bull

How to explain pricing to clients

Analogy 1

Building a website (service industry) is more like planning a wedding than buying a car. These are both major purchasing decisions that will be very familiar to almost everyone over the age of 30 and lot of people in their twenties. Whereas a car is a single, finished product that you can compare directly with others, a wedding is an event, planning for which involves a series of decisions small and large, and the plans are always changing and evolving slightly as the date nears. If your neighbor has a Honda Accord and you want one too, then figuring out what to pay for it should be pretty easy. On the other hand, no two weddings are exactly the same, and it’s impossible to know exactly how much one will cost ahead of time. However, unless the bride-to-be is a millionaire or wants to land herself in major debt, she wouldn’t start planning a wedding without at least a ballpark figure in mind for her budget. Establishing a ballpark figure from the get-go keeps things from getting out of hand and lets the developer/wedding planner figure out the best way to make those dollars achieve their goals.

Walking through each step of my process and comparing it like this has helped me build trust and rapport with potential clients. Once the client understands the amount of detail-oriented research, design, coding and testing that goes into a quality web site, they more often than not develop greater appreciation for the process and a better understanding of the difference between an India-outsourced template site that costs $500 and a custom, professionally designed solution that might cost $5,000 or even $10,000, but will actually achieve or exceed their business goals.

Analogy 2

Hey. Why pay for talent? After all, anybody can write an ad.

True. It’s also true that anybody can play the violin.Tuck it under your chin, pick up the bow, rub the bow across the strings. Even on your first try, out comes sound. Rule of thumb:

Keep in house only those functions that you could profitably sell on the street against professional competition.

Most clients wisely outsource creative and media functions, for the same reasons they outsource tax audits, legal work, and elevator repairs. In-house creative is often uninspired, pitiful and/or painful.

Come on, now. What is your basic business? It ain’t elevator repair. Or writing headlines. Do inside what you do best and turn to pro’s for all the rest.

Common mistakes that new/inexperienced managers make

Ian McAllister, General Manager at Amazon

Performance Management

  1. Being slow to deal with performance issues – Smoke becomes fire. If you take note of performance issues early you can give gentle corrective feedback. If you’re too slow to notice you have to give stronger feedback, and the performance issues may be harder to reverse.
  2. Not documenting poor performance – Documenting poor performance via email helps employees understand the gravity of the situation (“This email summarizes the discussion we just had”) and it is also helpful to have on hand if it comes time to terminate the employee.
  3. Not documenting good performance – Documenting good performance via email, to the employee alone or to a wider audience, is a great way to recognize their contributions to the team and company. It’s also a good habit to regularly document good performance of team members for your own purposes, so you can remember what you want to praise them for at annual review time.

 

Career Development

  1. Not getting to know your employees – It’s great to know the names of all your employees’ kids. It’s even better to know the type of work each employee most likes to do, their particular pain points within the team or company, what their career objectives are (depth, breadth, management), or why they might be thinking about taking a different job or moving to a different company. You need to develop a rapport and level of trust with each employee before they’ll start to share these things with you.
  2. Not paying attention to your high-performing employees – If you’re very satisfied with how an employee is performing you need to turn the tables and invest in making them more satisfied with their job. Find ways for them to do more of what makes them happy and less of what doesn’t.
  3. Not investing in developing your employees – Every employee needs to be developed, either to support the career development (and retention) of strong performers or to improve the performance of weaker employees. Every year you should be trying to raise the level of performance of every employee.

 

Leadership

  1. Thinking too small – A successful leader is going to create growth and opportunity for their team. A leader who thinks small is unlikely to do either. Instead of planning how to grow your business 100%, plan how to grow it 10x or 100x.
  2. Not explicitly allocating resources – Explicitly managing resources means prioritizing projects, specifying how many (or which) resources will work on each, and in what order. Highly effective teams may be able to self-organize extremely well. New managers give less effective teams too much freedom to self-organize, leading to sub-optimal resource allocation.
  3. Poor delivery of unpopular decisions – The difference in how employees receive unpopular decisions often depends on how those decisions are delivered. The more important, or more unpopular, the decision, the greater the need to manage its delivery. In my experience, the best way to deliver unpopular decisions is at a team meeting where you have ample time to give the reasoning behind the decision and take Q&A. Good managers explain why the decision is made. Bad managers say, “Because the boss said so.”
  4. Being slow to resolve team pain points – New managers don’t pay attention to or understand their team’s pain points. Good managers are always tracking their team’s pain points, devising strategies to reduce or resolve them, and then moving on to the next pain point.

 

Recruiting

  1. Not investing in sourcing – Good managers source candidates themselves through their personal networks and take ownership over sourcing in other ways, treating any candidates that the recruiting department sends their way as gravy. Inexperienced managers are satisfied with whatever recruiting sends them.
  2. Lazy recruiting – Good managers act quickly on any recruiting activity. They review resumes as soon as they come in, make time in their schedules for phone screens, sell their positions to candidates, make quick hiring decisions, and are aggressive in getting from offer to acceptance. New managers act more slowly. They trust the recruiting department to brief candidates on the position and handle other candidate communications. Lazy recruiting loses candidates to other companies or internal teams.
  3. Reactive sourcing and recruiting – Bad managers wait until they have an approved position and a job description up on the company’s website. Good managers are always sourcing and recruiting, and may be chatting up a prospective candidate today about a position they may not have open for a year or more.

 

Hiring

  1. Not being clear on the requirements of the role – Inexperienced managers don’t spend time thinking about exactly what they need from a new hire. They hire generic candidates with generic skills. Good managers have a more narrow profile in mind, which helps them write stronger job descriptions and generate more qualified candidates.
  2. Lowering the bar – Inexperienced managers have low standards, or lower their standards, in an effort to make a hire. Good managers know that they’re much better off keeping a high bar and waiting for the right candidate.

 

Organizational Development

  1. Letting dotted lines proliferate – It sucks to have two bosses. Good managers seek to have clear lines of authority and prevent their employees from getting caught in the middle between competing bosses. Inexperienced managers let other managers carve out chunks of their resources.
  2. Letting the team get swamped – Inexperienced managers keep piling more and more work on the team. Experienced managers either grow the team size to handle the increased load, or deflect the increased work. It takes an experienced manager who’s earned the trust of leadership to push back effectively, or to effectively justify why the team needs more headcount.
  3. Being reactive – Inexperienced managers need their bosses to tell them when their team is over or under-resourced or unbalanced. The team might have too few or too many resources, or it might be heavy or light on a certain role (e.g. QA:SDE ratio) given the other resources on the team. Experienced managers are anticipating how the needs of the team are going to change over time and then working proactively working to adapt their org’s size and structure.

 

Visibility

  1. Taking the credit – New managers let themselves take credit for their team’s work. Good managers attempt to redirect kudos and credit onto their team, or ideally, individual team members.
  2. Forwarding the blame – New managers pin the blame on team members. “Joe was out of the office and wasn’t able to finish this in time.” Good managers put the blame on themselves and understand that any failing within the team is a failing of the leader.