Judul : the yoga room astoria schedule
link : the yoga room astoria schedule
the yoga room astoria schedule
[applause] linda rottenberg: hello. it is great to beback at google. i met larry page andsergey brin in 1999. we were actually all partof a world economic forum
the yoga room astoria schedule , group called the globalleaders for tomorrow. and there were about50 of us a year from different industriesand different countries. and most of us had actuallybeen using google search before.
so none of us wereparticularly surprised by the trajectoryof larry and sergey. but i vividly rememberearly on the two of them sitting down with thisvery animated chinese guy who'd been this english teacher andhad set up the yellow pages-- the online yellowpages of china. and he had this idea forthis big marketplace. it seemed quiteimprobable to most people. and in fact, he wasknown as crazy jack.
and i'm sure manyof you are guessing that this is jack ma whojust took alibaba public. so yet another example ofwhy crazy is a complement. i want to step backand share a little bit about how i got here. so i grew up outside of bostonin a traditional family. my parents met as high schoolsweethearts in rhode island. my dad went on to be a lawyer. my mom stayed at hometo raise three kids.
and they are very loving,very focused on education, and inherently risk averse. so some of thisrubbed off on me. i went to harvard for college. i went to yale for lawschool, got to law school and figured i had nointerest in practicing law. so i found out aboutthis opportunity to go to latin americaafter law school. my parents assumed it was a oneyear peace corps type thing.
and i started in chile anduraguay, landed in argentina, and just fell in lovewith the culture, learned tango, and rootedfor local soccer teams. but something startedhappening, which is that now it was the mid'90s and everyone at home was talking aboutyahoo and netscape, and this entrepreneurialrevolution i was going on. and in latin america, allthe young people i met were aspiring togovernment jobs.
and this was veryconfusing to me. and my aha momentcame when i was late for a meeting in buenosaires and got into a taxi, and learned that my driverhad an engineering degree. so i asked what i thoughtwas a logical question, which is excuse me, but what areyou doing driving a cab. and he proceeded to say thatthe governments weren't hiring and all the old school companiesdidn't have any use for someone with his skills.
and i tried to askwhy it was that he wasn't starting a new company,becoming an entrepreneur. and i realized i didn'tknow the word in spanish for entrepreneur. and though it's hardto believe today, 20 years ago, there wasno word actively used in spanish or portugueseor turkish or arabic now, i say this so that theblogosphere won't get mad at me and say oh, you gringa,you don't know emprendedor,
empreendedorismo exists. in fact, i will scrolland then go backwards, but five years intostarting endeavor, we got a call from the editorof the portuguese-brazilian dictionary saying partlybecause of endeavor's work, he was adding theterm emprendedor and empreendedorismointo the lexicon. so there is a word today,but there really wasn't. and this was this moment forme when i said, wait a minute,
why isn't there anorganization to support these dreamers, theseinnovators in places that don't support risk taking? but to do this, i had totake some risk myself. and the first meeting ofendeavor with my co-founder peter and myself took placeat my parents' kitchen table in newton. and when my parentsoverheard us plotting this global organization,they were not pleased.
my father came overand reminded me that i don't have atrust fund and would need to be financially independent. if you don't want-- well, howabout consulting, he said. when this wasn'tworking, my mother who's always been veryon-message about her desire to have us producegrandchildren came over and suggested that maybe gettingon planes for all this time wouldn't be the bestway to start a family.
and besides, shesaid very nicely, my eggs were notgetting any younger. this month iactually told my mom that she was just ahead of hertime, because as most of you know, apple andfacebook started-- for better or for worse--these egg freezing programs. but so my mother wasjust ahead of the time. but to me, this-- mykitchen table moment, as i call it-- wasreally this moment
that i think that everydreamer i know faces. it's this tension betweendoing what's safe and expected and doing what'sunsafe and unknown. it's this juncturebetween fear and hope. and i chose hope. and i committedmyself in that moment to help dreamers whoare feeling scared, who are feeling stuckin their moments get unscared and unstuck.
so that really was theorigin of endeavor. now, pretty soon afterthat, peter and i had to find funding. and no one thoughtthis was a good idea. first of all, we werestarting in emerging markets. we were findingentrepreneurs, but we were starting as a nonprofit tosupport these very high growth business innovators becausewe felt there was money, there was talent, there wasno trust in these markets.
so we wanted tostart out initially just as a pure nonprofit. and people thoughtthis would never work. so i finally got a meetingwith an argentine real estate investor who would become theone the largest landowners and self-made entrepreneursin the country. and it was a 10 minute meeting. his name is eduardo elsztain. and five minutes into ourmeeting, he looks at his watch
and said i know, youprobably want a meeting with george soros, whowas his largest investor. and i looked at himand i said no, eduardo. i'm an entrepreneur. you're an entrepreneur. this organization is aboutsupporting entrepreneurs. i want your time, yourpassion, and $200,000. so the meeting had beentaking place in english, but at this point, heturns to his right hand guy
and he says, estachica esta loca. so i respond in spanishthat i'm disappointed that this from the man whowalked into soros' office and came out with a$10 million check, he was lucky i only askedhim for $200,000. at that point, he turns away. i had no idea whathe was going to do. and he immediatelytakes out a check and writes me the $200,000.
and i always say that iwalked out of that meeting with our first chairman ofendeavor, argentina, $200,000, and my nickname la chica loca. which when we later moved tothe middle east, carried over. so just to tell you a littlebit-- you heard the numbers. endeavor now operatesin 22 countries. we've screened 40,000candidates, selected 1,000 to work with. and as you heard, they generatenow over $7 billion annually
and they've created400,000 jobs. so i just want to stick withargentina for the moment and tell two storiesjust to encapsulate what it is that we do. one of the first-- so first ofall, we build in every country we operate in, or everycity now that we've expanded also to miamiand are going to detroit. so we're in the united statesas well as europe as well as africa, asia, the middleeast and latin america.
and in every country, we forma board of top business leaders who will agree to puttheir money, their time, and their networksto work to help find these innovators inevery single industry, in every walk of lifein their country. and the requirementis people who have an idea that really can go big. we are about thatscale-up moment. at that point, we scour thecountry, we build local teams.
endeavor now has 350people operating full time around the world. and we look for whothese dreamers might be. we put them througha year long process. and one of thefirst people we met was this kid namedwences casares. and i kept getting introducedto him by people who said, well, you're crazy. we think he's crazy.
you two should meet. he had grown up on asheep farm in patagonia and had the idea to createthe e-trade of latin america. now, he did not havethe right family connections or lastname, but he was determined to make this happen. so much so that heconvinced his two sisters to drop out of collegewith him and had to travel back to thesheep farm in patagonia
to tell his dad thatthree kids were dropouts. that beat my story. 34 investors hadturned him down. he had almost nowhere to go. but we saw this kernel of thisamazing entrepreneur in him. so we put himthrough the ringer. we selected him as anendeavor entrepreneur. and at that point, webrought him on a road show. we helped him raise $4 millioninitially in venture capital,
including from fred wilson,one of the top vcs in new york. we helped him find a coo andbuild a senior management team. we recruited a harvard mba tohelp him with a business plan. and then later, wencesmarried my assistant belle. endeavor is a fullservice organization. 18 months later, wencessold his company patagon.com to banco santanderthere $750 million. i got 34 phone calls the nextday from those investors who had turned him downsaying, did you find
any other entrepreneursin our country. but here's what's reallyimportant about the story, it doesn't end there. wences has gone to foundfive other companies. he's now known for abitcoin company called xapo. and he is one of themost prolific mentors and angel investorson the continent, even though he's nowliving in silicon valley. and four of thepeople he mentored
were these four guysin buenos aires who, when the pesodevalued 66% in 2003, said this is the best timeto start a software company. and everyone said,are you kidding me? this is a disaster. why would anyone start asoftware company from argentina now? no one is going to buy this. and they said no, you haveall this design talent
and we actually have acheaper labor force now. but we can create reallyhigh quality products. they founded a companycalled globant. they came through our process. we actually rejectedthem the first time they came through ourselection process, thinking they were too arrogant. they came backthrough the process, become endeavor entrepreneurs,go on to get as their clients
disney and google and nike. they become one of the largestjob creators in the country. and this august whenall of argentina was facing another debt crisis,they took globant public on the new york stock exchange. and now they'recreating universities within universities to helptrain people to get it jobs. and the last storyi'll tell, just because it takes the cycleforward and shows that we're
about all typesof entrepreneurs, and one of the things ifeel is really important to tell stories ofdifferent types of people. one of the fourfounders of globant sat on one of theselection panels where he'd been rejected10 years earlier. and he was paired withsteve case of aol. and they were debatingon a number of companies. and one of thepeople they selected
was a woman namedlatifah al-waalan. and latifah grewup in saudi arabia. she got an mba at theuniversity of washington and became immersed inseattle's coffee culture and realized how frustratedshe'd been throughout her life that her mother madeterrible spicy arabic coffee. and latifah had tried torecreate her grandmother's delicious recipe and foundit incredibly complex and time consuming.
it took 30 minutesto make the coffee. and latifah thought,oh my god, no wonder so many saudi women arestuck for hours in the kitchen. there must be a better way. so she resolved tocreate an automated version of arabic coffee, thenespresso of arabic coffee. she goes back to riyadh. first, she blends sevenspices and lightly roasted beans into prepackaged,premeasured packages.
she then works withlocal engineers and they manufacturea machine that reduces the time ofbrewing the coffee by 75%. so her grandmother's recipe goesfrom 30 minutes down to seven. and like every othernay sayer, people think this'll never work. no one will ever buy it. now, most of thenaysayers were men. and when they went backto tell their wives,
the wives werelike, wait a minute. where can we get one of these? and one wife saidto her husband, you don't get it becauseyou don't spend time in the kitchen. i'll take those 23 extraminutes, thank you. and latifah just becamean endeavor entrepreneur. she now sells hermanufactured nespresso machine through whole foodsand williams sonoma.
this year she'llgenerate $10 million. and what i love aboutthat story-- and now we'll get to why iwrote the book-- is that i think weneed to freshen up our image of the entrepreneur. and one of thethings i've realized working in so manydifferent environments is that people holdthemselves back in part because they feel likethey don't have an engineering
degree and don't livein silicon valley. so i kept saying you don'tneed to be a boy in a hoodie to be an entrepreneur. and one of the things i do inthe book is share many stories of endeavor entrepreneurs andnon-endeavor entrepreneurs-- people modern,people historical, people in every industry. because i feel like if we createrelatable and diverse role models, people will say if hecan do it, if she can do it,
i can too. but i had two otherreasons for finally sitting down and writing a book. i should say i'm marriedto an author, bruce feiler. he's written 12 newyork times best sellers. and i will say if anyof you are married and you want empathyfor your spouse, try doing what they do for aliving for a couple of years. it changes your view on them.
and most entrepreneurshipbooks focus on the startup. and what i've come to believeis that entrepreneurship is a journey thatstarts there, but it goes to the scale-up phase. it's a journey of getting going,going big, and going home. because i think that also it'sabout how we marry our passions and our work liveswith our family lives. and so i really wantedto write a book that carried through the entirearc of that journey.
so the sections of the book areget going, go big, and go home. but my last reasonfor writing a book is i started getting theseunexpected calls a couple years ago, first from managersof fortune 500 companies saying we are tellingour workers to be more entrepreneurial and we thinkwe're being very clear, but they're notgetting the message. and the people insidethose companies were telling me i'm terrified.
if i fail, i'm going tolose my budget or my job. can you help me get these skillsto be more entrepreneurial and get ahead at workwithout risking my job? and then parents atdrop-off at the school where jennifer and isend our children started coming and saying, youknow what, i've lost my job and i'm in transition, andi don't know whether to go into another company. or i have this idea that i'vebeen looking at in my basement,
and i'm trying to figureout if i can take it. and what i realizedis that we all need these entrepreneurialskills today. entrepreneurship is notjust for the entrepreneurs that are the high growthcompanies as we know them. entrepreneurshipis for everyone. michael dell toldme something that i love and have torepeat it, which is that today, there are thequick and there are the dead.
and to me, entrepreneurshipis for people who want to get aheadand take some risk. but in fact, theriskier strategy is to do nothing at all. so that was whati set out to do. and the first thing i realizedis that we need a new lexicon. because we've this very clunkyword of entrepreneur and made it even clunkier by addingall these qualifiers from social entrepreneur tomom-preneur to co-preneur.
and so i created thezoology of entrepreneurs and told stories around them. the first to the gazelles. these are the high growthentrepreneurs from google to home depot to jenny craig. endeavor workswith the gazelles. and that's a pretty known term. i created a term calledthe butterflies for people who are formally mom and pop.
but i found today they need justas many entrepreneurial skills, even if you're startingsomething in your kitchen or in your basement,you actually need to know howto get on the web and how to get distributors,or how to get on shark tank. and then there'sthe dolphins that are the social entrepreneursor people also in government. and i use dolphinsbecause they're the most cooperativeand social animals.
but if you harm a dolphin'spod or their environment, watch out. but my favorite animal speciesin the zoo are the skunks. and many of you are skunks. this comes from lockheedmartin's skunk works program that built fighterjets in the 1950s. but it's also because we needpeople to stink up the joint. and so one of myfavorite things that's happened in the last eight weekssince the book has been out
is people are coming saying,i'm a skunk, i'm a skunk. so that is one of my goals,to breed more skunks. so let me start with get going. and i'm going to go through someof the sections of the book, and then i really want to openit up to a lot of questions. so it turns out that thebiggest barriers to getting going are actually-- it's you. and that everyone is lookingfor permission from their spouse or their parents or their boss,and really what they need do
is give themselves permission. and it's like what bobby jonessaid about golf, that it's a game played on afive inch course, the distance between your ears. and i talk to a lot of peopleabout how they gave themselves that permission to go forward. and one of the thingsthat people had to do is drown out thenoise around them. so we all knowthe phrase friends
don't let friends drive drunk. well, i've come to believethat friends don't let friends test drive their ideas. and the reason isthat they're either trying to tell you--it's like taking them to the last bridal fittingand asking them to tell you that your weddingdress is anything but perfect since there'sno time to change it. or they're sonervous that you're
going to risk everything thatthey're going to tell you how terrible this idea was. and they're notreliable narrators. and one of my favoritestories in this regard is the banana republic founders,who are a courtroom sketch artist and a photographer. and they decide tofound this company. and they want to create thesekhaki uniforms like safari, but they also havethe cartoon artist
sketches out thesewonderful-- he calls himself the minister of propagandaand sketches out these wonderful quirky letters. and they're planning to usethis as the marketing tool. and they go to a friend, theytake it off the printers, and the friends lookat this and they say, you can't send this out. this is horrible. oh my god.
you left your jobs for this? you're going bankrupt. and they almost don'tsend it out, but they do. and years later when bananarepublic cells to gap, it's mainly because of thesequirky letters they did it. so they would never have gottenit off the drawing board. so friends don't let friendstest drive their ideas. once you giveyourself permission, people have all of these reasonswhy they can't move forward.
and many of themrevolve around risk. and what i've come torealize is that our attitude about entrepreneurshipand risk is all wrong. we talk about thesemoonshots, and yet just as many entrepreneursare minnovators. they start withmini innovations. they're not riskmaximizers, they're actually risk minimizers. so first of all, wethink that companies
start with millions of dollars. it turns out halfthe inc 500 companies were founded with$5,000 or less. crowdfunding makesthis even easier. second, we thinkpeople go all in and then they leavetheir jobs immediately and they risk everything. sara blakely, when shefounded spanx-- many of us familiarwith her products--
she sold fax machinesfor two years while she was getting theproduct up and running. phil knight of nike-- who's morejust to do it than phil knight? he spent nearly a decadedoing other people's taxes. he worked as an accountant whilesomeone else sold the shoes. so people don't take bigrisks, they start small. and even insidecompanies, what i realized is people did notgo to the boss. people did not createthese big business plans.
they stopped planning,they started doing, but they went stealth. so when i looked at pfizerand at&t and mtv and clorox, and looked at theseentrepreneurs, these skunks within these companies, itall fell through a pattern that they basically realizeda need that needed fixing. they go with their ownbudgets or 10% of their time-- you guys have 20% time,but most people don't. and they started and they don'tget permission from the boss
until they havethe proof points. so at clorox, itwas these two moms that created theseeco-friendly products. and it was only after theyhad a product line that they went and told their boss. it became cloroxgreen works, which was the firstinnovation in clorox within 20 years in a major way. so stop planningand start doing.
now, the second step ofentrepreneurship is going big. but what happensat that point is that many people haveengines crash to the floor, just as henry ford literallyhad his prototype of the model t crash to smithereens beforehe vowed to rebuild it. and i actuallyhave a white board of all the common mistakesthat entrepreneurs make and how they can then scale-up. but i want to focuson two things today,
and then i'm happyto answer questions-- chaos and leadership. because one thing that is commonfor all entrepreneurs is you hit this moment of chaos,whether it's of your own making or whether it's thesituation around you. and what i've cometo realize working in egypt after the revolution,in miami after recession, and greece after itsfinancial crisis, is that stabilityfavors the status quo,
but chaos favorsthe entrepreneur. walt disney actually startedwith nothing in his pocket. all his cartoonswere taken from him, including oswald therabbit, which at that point was his successful character. it was stolen from him. and in a rage on atrain, he drew a mouse with red velvetpants and buttons that became mickey mouse.
and it was in his moment ofdespair and the moment of chaos that that creation was made,and it's so emblematic. and my favoritestory in the book is actually a story of managingchaos and managing risk. and it takes place in the1800s in northeastern france when a woman named barbe nicoleponsardin inherits a family winery and is put in charge ofthis business she knows nothing about. and she manages torevolutionize it.
she takes the bottles andturns them upside down, freezes off the excess yeast,and creates modern champagne as we know it. so her 1811 vintage is knownas the first modern champagne. but just as barbe nicoleperfects the process, the russians invade. and all the experienced wineowners shutter their doors to protect their vineyards. barbe nicole spots amarketing opportunity
and resolves to get therussian army wasted. today they drink, tomorrowthey will pay, she says. and this works incredibly well. and she makes onemore calculated risk, which is before peace issigned, she runs the blockades, gets her bottles right outsidest petersburg and moscow so that when thetreaty is signed, her bottles arrive firstbeating out the competition. czar alexander declares hewill drink only the widow.
veuve is the frenchword for widow, and barbe nicole's latehusband was francois clicquot. this is the story ofclicquot, and it's the story of how one womanembraced the turbulence around her and tooksmart risks to become the first female ownerof a multinational. it's a great story. so the last thing i wantto just briefly mention before we go to questionsis i did a lot of digging
into leadership. and this is really importantin the context of skunks, because as i mentionedbefore, all of these leaders were saying i don't understand. we talk about failure. we talk about risk taking. why isn't it getting through? and it turns out 40%of managers today say they won't take risksbecause they fear retribution
if something goes wrong. and i looked at, ok,everyone talks about and gives lipservice to failure. what are companiesthat actually really do a good job at inculcatingthis into the philosophy? and two that came up-one is the tata group. so ratan tata runs thelargest conglomerate in india. he actually just retired. and in his last yearas chairman-- and he's
in his 70s-- he announcesa prize for the best failed idea, which i think everycompany in the world should institute a prizefor the best failed idea. the other story whichwas really new to me was the story of wd-40. we all use this productto get our squeaky doors. does anyone know how it started? ok. so in the 1950s, thisguy named norm larson
was trying to solve rustin the aerospace industry. and he tries one formula. he figures it has to dowith water displacement. first formula doesn't work,second formula doesn't work. 39 formulas failed. the 40th formula,he gets it right. he brings it togeneral dynamics. and it works in themissiles, but the workers start sneaking it hometo fix those car doors.
and so norm larson'slike, wait a minute. i got something here. i'm going to create aconsumer facing company. looks to name the product, goesback to his lab notes-- water displacement 40th formula. so failure isinherent in the brand. and today, the ceo says forevery decision in the company, we are going to havethese learning moments. we're going to talkabout what failed
and what went wrong inaddition to what went right. so i think there are thingsthat you can actually do to actually go from talkingabout failure to embedding this notion of risk taking. i alsa-- again, while, ilove the moonshots idea, i think for some peoplethat scares people off. and i've come to believethat minnovations, these many innovations,are almost as important as the moonshot ideas.
and then we need to have both. but the last thing i'll talkabout-- because it's the most personal, it was thehardest for me to learn-- was as a femaleleader, i had always thought that the job was tobe independent and strong and confident and to separate yourfamily life from your business life. and this workedwell for a while, then i had identical twinsand i was put on bed rest.
and so that went out the window. but i was stillmanaging somewhat. and then six yearsago, my husband bruce got diagnosed with arare case of bone cancer. and we learned that hewas going to have to go through a year of chemotherapy. he would also havea 16 hour surgery to replace his entirefemur and to graft the fibula onto the femur.
this had been performedonly twice before. our girls werethree at the time, and this was right whenendeavor had gotten $10 million to double the rateof our expansion. and i was notgetting on a plane. i was going to go to thosechemotherapy sessions and make sure thegirls were stable. and i told the boardand i told the team. and what never surprisedme was that endeavor
surpassed its growth targetsand that everyone stepped up. but here's what did surprise me. when i came back fulltime-- bruce i should say is six years cancer free. and when i came back to work,two employees pulled me aside and they said, you knowlinda, we always admired you and we thought youwere superhuman. and not in a good way. this was in an unrelatable way.
and they said now that weknow who you are as a person, now that we've seenyou be vulnerable, now we'll follow you anywhere. so the lesson for leadersis less super, more human. i'm going to end there thatthe last section of the book is go home. i talk a lot about notonly work life integration, but about creatingatmospheres where people can do well and do good.
millennia;s in particular havereally led the way, i think, in showing why impact matters. but i really would love toopen it up to all of you. so thank you, and readyto answer any questions. female speaker: i just pointout that we have books for sale. the hardcover books are onsale for $10 in the back room. so please, please have at it. linda rottenberg:and i would like to point out that i workedevery day with tao suarez
on this book. he is now a googler, but i justwant to personally thank him for all his great work on "crazyis a complement." [applause] audience: hi. my name's lindsay. my dad's an entrepreneur-- linda rottenberg: yes. audience: he's an inventor,for lack of a better term. he's a chemical engineer, sohe has patents in his name.
and i've alwaysadmired him quite a bit for how he's able to buildsomething from nothing over the last 30 years. i have verydifferent skill sets. and i think more about takingideas that are already existing and making them alittle bit more fun, interesting, moreage appropriate. so i'd love to hear aboutwhat types of businesses you've worked with where it'smore about tweaking an existing
idea and making it better asopposed to what my dad does-- literally thinking of thingsno one has thought of before. linda rottenberg: thatis a great question. and i think thatmany of us grew up thinking if we weren'tthe inventor type, then we weren't entrepreneurs. we might be managers inentrepreneural companies, but we couldn't beentrepreneurs ourself. i've come to completelychange my view on this.
and in fact, at one point, we'vegotten to 1,000 entrepreneurs at endeavor. and they were sodiverse not only in the industriesthey were working in and their backgrounds,but in their approaches as leaders and theirstrengths and weaknesses. and yet they were alltrying to model themselves after steve jobs. and i was like, butthis isn't working.
you have different strengthsand different weaknesses. so i worked with bain &company for three years on an entrepreneurpersonality test. it's really a personalitytest as a leader. you can go download itat lindarottenberg.com, a shortened version. and what we realized, we cameup with four personality types. these are differentfrom my species. so the rocket shipsare people who
really care aboutefficiency and metrics and taking things that workand making them even better. the stars focus on brandsand they're more personality driven, often more in the arts. transformers often take olderbusinesses and modernize them. and they're really interestedin both the mission of the new businesses, but howyou transform these old school products and services. and then the diamonds are moreof the classic inventor types.
and each of thesepersonalities, as i said, has the ability to be theleader and the entrepreneur, but who you surround yourselfas a team, as advisors, and as mentors does change. so i would encourage you,take this personality test. we have a longer version ifyou're really interested. i guess my question is isi think a lot of people sit and they think of an idea,and then they think oh, someone probably has done this.
someone probably knowsbetter about this. who am i to do this? and i guess whatkind of advice do you have for one getting a senseif you should be doing that to how to just gothrough that process? linda rottenberg: the greatestideas, i've come to believe, do not die in the marketplaceor in the laboratory or in the conference room. they die in the minds of thepeople who have them and never
get them off the groundfor exactly that reason. i think today more than everbefore with crowdsourcing and crowdfunding, we have waysto get early feedback that's not from thosefamily and friends earlier than ever before. and so i really encouragepeople to test that out. because i think that thegreat thing about crowdfunding and crowdsourcing is it'snot just about the money. it's whether peopleactually are motivated
to say i need that product,i need that service. and i think that withsocial media even using other socialnetworks, there's ways to get thatinstant feedback. but what i would say is itgoes back to that permission. and that the biggest barriers togetting going-- it's not money, it's not thestructural impediments. it's people holdingthemselves back. and you'll find outsoon enough, it's
all about execution at the end. and what i always say isthe marketplace tells you soon enough, just don't holdyourself back initially. audience: ok. thank you. audience: hi linda. thanks for coming. so you talk about--i mean, you've met a lot of entrepreneursthrough endeavor.
and i guess the question ihave is regarding survivorship bias in terms of you seea lot of entrepreneurs who have essentially beenvery successful, or at least successful to some degree. do you ever think about interms of encouraging us all to be entrepreneurial,there's always that factor that i feel likesometimes we ignore. and that's the doubtin our minds, right? that's what holdsus back sometimes.
and do you addressthat in the book? and your thoughtsabout that in general. linda rottenberg: interms of only talking about the success stories? audience: exactly. yeah, yeah. linda rottenberg: yeah. i mean, i thinkthat's why i spend so much time talking aboutpeople hitting walls, talking
about whether it's the chaoswhich often is external, but sometimes is internalwith our own screw ups, to this white boardof common mistakes people have at thatscale-up moment when they actually go flator actually start crashing. one of the things thatwe talk about a lot are the mechanics of the deal orthe distribution or the demand. i've seen oftentimesit's actually relationships between and amongfounders that kill things.
i always say endeavor 101 ishow to fire your mother-in-law and still show upfor family dinner. and talk about gettingstart up pre-nups when you start withfriends and family. things like tothat other question where people don'tknow themselves and they don't properlyassess their own strengths and weaknesses asan entrepreneur, and they don'tsurround themselves
with the right people. so i go very much intodetail of not only people from unexpectedbackgrounds to make them more diverse andrelatable and accessible, but also all of thestumbling blocks that entrepreneurshipis not just this linear path to success. we often are told that and itseems like the instant rags to riches.
i think more of us needto talk about the problems and the struggles. and not only theexternal struggles, but the internalemotional ones as well. audience: thanks. linda rottenberg: andback to the question about crowdfunding. ibm and some other companies arestarting internal crowdfunding platforms for skunks.
so people are actually gettingfeedback-- so they all get $100 and they can actuallyput their money based on which oftheir peers ideas they actually thinkwill likely work best. i love that idea too. just getting asense of will people put their moneywhere their mouth is to know which ideas tendto have takeoff potential. yes?
audience: thanks so muchfor your comments, linda. i can't wait to read the book. i was curious if you couldtalk a little bit more about the group ofguys in argentina i think that you said madeit through the first round and you turned them downbecause of perceived arrogance, but then the second timearound something clicked there. in the context ofyour story about how you approached thatother investor and said,
you're lucky i didn'task you for $10 million. i'm asking you for $200,000. which could beperceived as arrogant, but it's reallyconfidence and believing in yourself and those things. but theres, i thinkwith all people, maybe womenespecially in business and in theentrepreneurial world, there's a fineline to walk there.
linda rottenberg:a great question, and i will answerit in two ways. with the globantboys, they just seemed to have had everythingfigured out. and we thought wouldthey even take advice? i think that wasthe question we had. and i'm so proud of them. and they say that it's adefining moment-- there were four founders--they all four met,
they wept, and thenwhen they found out they were rejectedthe first time. and they met andthey decided we're going to go throughthis process again. and i will tellyou, in part because of that story and thesuccess they've had, but how impactful it wasto actually face rejection and have to come back andchange their own approach, now 20% of the entrepreneursendeavor selects are
rejected the first time and comeback, which is pretty amazing. with regard to women,so one of the things i hear a lot is, well, peoplehave these connections. when you go in silicon valley,there's a sense only 8% of female led companiesare venture backed. and since we're not part ofthe club, and what can we do? and what i alwayssay is that there's the dark arts ofentrepreneurship that they don't teachin business school.
and many people ofall genders use, but i found particulari used and some of my favorite femaleentrepreneurs used. and i'll tell one story,and it is of stalking. let me say, stalking is anunderrated start-up strategy. and i used to trap peoplein confined spaces. but my favorite story is a womannamed josephine esther mentzer. and she grows up in a hungarianjewish family in queens. and she grows up very poor,but aspires to luxury.
so she sees a woman at a beautysalon with this nice blouse and says, where didyou get that blouse? and the woman looks at herand says, what does it matter? you could never afford it. and estelle, as she's known,josephine, she gets so mad and she says, i'mgoing to have it all. i'm going to have the luxury. i'm going to have the art. and she realizes that her unclejohn is this struggling chemist
who can't sell these products. so she goes andliterally stalks people outside of salvation armymeetings and in the elevators and says that her all purposecream can solve their wrinkles. they don't thinkthey have wrinkles, but nonetheless she does this. and she builds up anice little business, but she does not wantto sell in drugstores. she covets luxury.
she wants to sell atsaks fifth avenue. so she startsstalking the buyer. but he's like, i'm sorry. there's this unknownbrand and you're this unknown entrepreneur. no way. and she says, all right. i've got to do two things,i've got to get more strategic. so first she changes her name.
so it was josephineesther mentzer. she changes it to estee andtakes her married name, lauder. and the next thing she doesis at the waldorf astoria, there's this charityluncheon and she gives away these lipsticks in thesemetallic sheaths, which are this big step up from plastic. and the women get onefree one and ask her where they can buy another. and she says, oh, why don'tyou try saks down the street?
and as the buyerthen says-- there was a line that formsfrom the waldorf astoria all the way tosaks fifth avenue. and the next day,he places an order. so yes, stalking isunderrated start-up strategy. thank you for your talk andthank you for that story. actually, my teamcalls on estee lauder and we actually want to tryand remind the estee lauder business to be a little bitmore like the founder today,
because it's gotten so big. so we're like, how can yoube a little bit more nimble in today's world? linda rottenberg: you haveto go back to the founding. audience: the dna of--right. linda rottenberg: infact, ge when it came out of the financial crisis, theywent back to thomas edison and said, we'rebuilders, not bankers. because ge capital had becomesuch the face of the company.
they had to go back totheir founding days. audience: so it'slike staying true-- linda rottenberg:good on you, exactly. audience: --to who you arethroughout the process. a question about yourmanagement style. so the example you justgave about your husband when he was sick--and thank goodness that everything's great there. that was clearlya moment where you
had to say, ok, what'ssuper important to me, and probably turn over the reinsof the business to other people you trust. what are other momentsin your experience maybe after that inthe last six years that you've had to also say notjust for significant moments, but just in theday to day to help other leaders within yourorganization stand up and find their own voiceand their own ground?
it's partly about givingpeople a space to grow, and partly knowing your ownstrengths and weaknesses and realizing that not everyoneis motivated like you are. so i'm someone who-- idon't care about titles. i don't care aboutvacation days. i'm like, you get your workdone, it doesn't matter. and i realized after a while,it actually mattered to people. there are peoplewho wanted rules. i was like, you want rules?
rules are meant to be broken. but no, they wanted rules. and our president,fernando fabre-- i was very unsuccessfulin getting a coo because i recruitedfrom nike and disney, and i thought people wantedmore corporate people. and it turns outthey wanted someone who had the dna of endeavor. and i ended up hiringthree years ago,
three and a halfyears ago, the person who is now our president,fernando fabre, who had been seven years ourmanaging director in mexico. and i noted that anytime anyone in the world had a problem withme, they went to him. i was like, all right. let's just make thisofficial and why don't you come be the coo. he was like, i'm notdoing that failed title
with these two failed coos. you make me president,and i'll move. so el presidentenow sets the agenda. and it's been so nice, and werespect each other so well. but having thosecomplementary skills, there are some people whoreally need the structure that he wants. there's some peoplewant-- and i'm freed up to give thelove and the inspiration.
and i think it goes back toknowing yourself and realizing to get going, it's allabout you and your idea. but to go big, it'sabout co-creation. and to go big, if itremains all about you, you're not getting very far. audience: so thatactually set me up perfectly for the questionthat i was going to ask. which is you do a brilliantjob demystifying that there is a single archetypeof an entrepreneur,
and really breaking it down intothe different flavors of that. and i think probably one ofthe things that i experience and i see talked aboutand in talking to people is it's a very sortof solo archetype, the original entrepreneuris, that i'm doing it myself. it's my idea. i'm creating it on my own. but you mentioned the conceptof surrounding yourself with the right people that willcomplement your skills, which
i think is really important. and especially atgoogle, we're so fortunate to work amongstbrilliant, talented individuals. so i'm curious to get yourtake on your own companies, the endeavor companies. have you experiencedpeople coming in and, for lack of a betterword, hoarding the idea and you sending them back andsaying listen, great idea,
but go surround yourself withpeople who could make it happen or to refine it. entrepreneurship isnot a solo sport. and i think not onlyare there studies that many of the mostsuccessful companies are run by pairs or triosof founders, not just one. i should say also thetwo fastest growing group starting businesses todayare baby boomers over 55 and actually womenare now starting
to launch companies at fasterrates than ever before. so back to you don't needto be a boy in a hoodie here's the thing i willend on because it's so emblematic of what i'velearned at endeavor, which is not only in companies doyou need to surround yourself with this group of peoplethat are the co-creators, not only do youneed not just one mentor, but a circle ofmentors, but the process of entrepreneurshipitself, endeavor
is now looking atwhat makes cities conducive to entrepreneurship. and it is not top downregulatory changes. it is not creating incubators. it is not creating vc firms. it is successful entrepreneursmentoring, investing in, and inspiring thenext generation. so what we've done in argentina,in istanbul, in amman, jordan, now we just released yesterdaya tech map of new york,
are what happens when successfulentrepreneurs pay it froward. and, in fact, you seethis incredible effect of them going and angelinvesting and mentoring. and that's howentrepreneurship breeds. so one of the thingswe're doing is saying this is happeningvery well in many places, but mainly in tech andmainly with the guys. so back to the women question,back to the non-tech question. we're saying ifyou're in retail,
if you're in food and beverage,if you're women, if you're an older person, do this. give back. spend part of your timementoring and angel investing, because that's actuallythe way that an ecosystem, that a community ofentrepreneurs is created. thank you all.
Demikianlah Artikel the yoga room astoria schedule
Anda sekarang membaca artikel the yoga room astoria schedule dengan alamat link https://healthyyogameditation.blogspot.com/2017/05/the-yoga-room-astoria-schedule.html
0 Response to "the yoga room astoria schedule"
Posting Komentar