KACHARAGADLA

Want to create a high-performance team? Want to limit the amount of time you spend settling squabbles between team members? It turns out those two issues are closely related: Our research shows that on top-performing teams peers immediately and respectfully confront one another when problems arise. Not only does this drive greater innovation, trust, and productivity, but also it frees the boss from being the playground monitor. I first saw the connection between high performance and peer accountability years ago when consulting with a very successful financial services company. It had an unparalleled return on capital, breathtaking sales growth, and the highest customer renewal rate in the industry. In my first face-to-face meeting with the CEO, whose name was Paul, and his direct reports, I committed a major faux pas. I discovered halfway through the meeting that I was calling the wrong guy, “Paul.” It was an innocent mistake. When it was time to begin, one member of the executive tea

We are drawn to the stories of effective leaders in action. Their decisiveness invigorates us. The events that unfold from their bold moves, often culminating in successful outcomes, make for gripping narratives. Perhaps most important, we turn to accounts of their deeds for lessons that we can apply in our own careers. Books like  Jack: Straight from the Gut  and  Execution: The Discipline of Getting Things Done  are compelling in part because they implicitly promise that we can achieve the success of a Jack Welch or a Larry Bossidy—if only we learn to emulate his actions. But this focus on  what a leader does  is misplaced. That’s because moves that work in one context often make little sense in another, even at the same company or within the experience of a single leader. Recall that Jack Welch, early in his career at General Electric, insisted that each of GE’s businesses be number one or number two in market share in its industry; years later he insisted that those same busi

Asking yourself the right questions early on can lead to greater profits and productivity down the line. Congratulations! You’ve decided to start a business and  become an entrepreneur . You’ve made your mind up, which is good. But, now you’ve probably got a million questions. That’s a good thing. At this stage in the game, it’s all about asking yourself the right questions. Asking yourself which color your business card should be is not a good question. Instead, you want to ask yourself questions that will provide clarity of purpose on a day-to-day basis, because a day of uncertainty is a day wasted. Another major benefit of asking yourself the right questions is that the answers will lead you to greater productivity and quicker cash flow. These are the same questions I asked myself back in late 2013 when I first started selling grillz,  men's gold chains  and other hip-hop jewelry. And remember, without cash flow, you don’t have a business. You have a hobby. The

No textbook can replace real activities, especially when one thinks of in operation — the hard judgment calls, the late nights, rolling your sleeves and getting dirty down inside the trenches along with your team. Remember this though, you‘ll be able to pave a smoother path for only yourself by looking towards the successful founders who came before you decide to. In the end, when aiming to really make it big, who better to find out from than those who’ve already been put with the wringer and are available on top? Read of their experiences and study their failures, then consider the way you might approach similar challenges. Proactive learning like this will affect the way You Think That, improve the way in which you work, and transform the meaning of success for you personally and your company. Unsure how to start your quest? Take a look at these fifteen books every entrepreneur should read. if you are attempting to find much more recommendations for books to learn, take a loo