Infographic: Which CEOs Are More Social? | CEO.com
INC 500 CEOs are paid much less than Fortune 500. Is this gap closing?
Infographic: Which CEOs Are More Social? | CEO.com.
Validating Business Ideas Before Finding Technical Cofounders – Forbes
Validating Business Ideas Before Finding Technical Cofounders – Forbes.
Median CEO Compensation: $363K (private) vs. $9.6M (S&P500)
The median private company CEO compensation package totaled $362,900 in 2011 — just 3.8% of the $9.6 million median compensation package given to S&P 500 CEOs.
Median total compensation for private company CEOs increased only 1.9% from 2010’s $356,133.
The Board of Directors sets CEO pay in 58.5% of all private companies, but for companies with $100 million or more in annual revenue, this number increases to 73.9%.
Only 54.4% of private companies have formal long-term incentive plans for executives, but this number increases to over 68% for companies backed by private equity investors. There is high correlation between a company’s profitability and whether or not they have formal long term incentive plans for executives.
J.P. Donlon
Editor-in-Chief
Chief Executive�Magazine
“It’s a Feature, Not a Company” – Build a Company
This is a line that was pretty common in Silicon Valley until recently. Steve Jobs even (ab)used that line on Dropbox when trying to buy them out of the market (They turned him down.)
Now that’s all changed, for the moment. The threshold for “company” status is very low, including the following list of minimum pieces at their lowest cost.
1) a url – $10 2) incorporation – $200 3) Internet – free 4) build a website – free 5) development tools – free 6) office space – free – home, starbucks, hipster coffee shop
In other word, the barriers have dropped if you’re willing to do most things yourself, which is a good thing. You still need an amazing idea , business model, some focus from a developer (critical!). You can create a single feature “disposable” company, nothing wrong with that, it’s a learning experience, fail fast, etc., it might even create some value and get acq-hired. And It’s a lot better than talking to folks for a year about an idea that never materializes.
But that’s not the way to create a company that can live and grow for years. In doing that you have to be honest with yourself, make some sacrifices and seek continuous enhancement of your entity. In the world of easy startups, everything is a startup, people drink their own koolaid too much.
Here are some great ways to maybe move into higher ground:
- Seek outside criticism and listen to it. Put on your flack jacket and let ’em rip you up. Be open to changes but don’t be a wimp either. You may see something nobody else does, but listen.
- Pay those you ask to help you – money, equity, trade services, something meaningful. Give them incentive to help you think straight. Make sure you pick the right mentors with track records. Never ask for something for nothing, you’ll get what you pay for and a bad reputation fast. Better yet, pay it forward. This is an area where strong developers actually have a lot to trade these days, but usually try to do everything themselves. Not likely to succeed.
- Diversify – get people difeerent than you involved as team members – different genders, races, ages, expertises. Here’s a great 3 minute talk on this by Stanford prof Kathy Eisenhardt http://j.mp/UaVjky
So look for the opportunity to build a company, share the wealth, and seek higher ground.
follow me or DM me @tomnora
The Executive Summary; Loosen Up a bit.
1. The Executive Summary
I often get inquiries about getting involved in early stage companies here and around the country.
The beginning point to discussing a startup the Executive Summary of the company, which lays out the key facts about a startup in 1-2 pages. But I’ve noticed that in L.A. it’s the exception rather than the norm, people want to meet first. Real investors don’t usually work that way.
The Executive Summary is CRITICAL to getting prospective investors excited. Without it you have little chance of getting the next step – a meeting to discuss the project and funding, more team members, more ecosystem. It’s a key qualifier as a serious player in the startup world. You hardly ever see a Silicon Valley startup without one, no matter how early stage.
The pitch deck has replaced it lately, but that takes more time to read and it’s harder to find the key info quickly. (One exception to this is the deck Hank Cho sent me; one of the best I’ve seen in a while.)
So google “Executive Summary”, look at several and put one one together. Send it to me and I’ll critique it for you. Make it less words, more impact, numbers, facts, the team.
It will also show where your holes are.
1. Let’s Loosen Up
The current startup scene combined with our poor economic/job situation is causing many people to panic a bit. It’s understandable, but if it transfers to your persona as a startuper, it won’t help. Many people I meet are very rigid, look a little scared but fake a smile, unable to open themselves to criticism. This doesn’t get investors excited.
Sometimes a 20-30% change or add to your business can make a major difference. Not a complete pivot, that implies 90-180 degree change, but be open to suggestions by those who’ve been there before. Maybe change your name, change your graphics(!), merge/acquire/acq-hire, drop yours for another better one.
Let go of your ego, let go of some equity.
The goal is to build long term sustainable businesses and revenue streams. Add smart people to your circle for the bigger good of the company. Loosen up, smile, have fun. But make some money for everyone involved. Be better.
@tomnora