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Rebeca Hwang | YouNoodle June 17-22, 2013
Twitter: @rebecahwang
Universidad de los Andes
Summer Bootcamp
Exercise: Expectation Setting
What do you want to get out of this course?
Introduction to Silicon Valley
What does SV mean to you?
Personality traits of successful entrepreneurs
Startup of You
Motivation: Startup employees are different
Culture of Collaboration and Trust
El poder de la comunidad
Eye Darter Card Collector
Smartphone Junkie The Clinger
Eye Darter Card Collector
The Clinger Smart Phone Junkie
Networking is more important than degrees
Startup of You
Culture of Risk: Informed risk taking
Use small risks to gather information
Myth: Startup Founders are Dare Devils
In other words, warm, flexible, team-oriented and empathetic
people are less likely to thrive as C.E.O.’s.
Organized, dogged, anal-retentive and slightly boring
people are more likely to thrive.
Steven Kaplan, Mark Klebanov and Morten Sorensen recently completed a study called
“Which C.E.O. Characteristics and Abilities Matter?”
It’s not just about the ideas
Original idea for PayPal:
Beaming money from Palm
user to Palm user.
PayPal was voted the
worse VC-backed idea in
1999
Culture tolerant to failure, but not unconditionally
I’ve missed more than 9000 shots in my
career. I’ve lost 300 games, 26 times I’ve
been trusted to take the game’s winning
shot and missed. I’ve failed over and over
and over again in my life. And that is why I
succeed.
Silicon Valley is about having FUN
while changing the world
Building the Perfect Startup Team
The importance of getting the team right
Peter Thiel, Elon Musk, Max Levchin, Roelof Botha, Chad Hurley, Steve Chen,
Jawed Karim , Jeremy Stoppelman, Russel Simmons , Premal Shah
Space X
Tesla
Slide
Yelp
Digg
Flickr
Ning
YouTube
Kiva
Quality 1: Obsession
Quality 1: Obsession
“mainstream”
entrepreneurs
Quality 2: Lucky people
Quality 3: Resourcefulness and Street Smart
Quality 4: Integrity and value alignment
Quality 5: Visionary + Practical
Quality 6: Happy people
How?
Step 1: Find the perfect match for cofounder
Different + Complementary
Same values
Equal amount of passion and ambition
Increase your “track record score”
Airplane test
What drives him/her?
Step 2: Hire the best, wherever they are
People who are smarter than you
Attitude more important than skills
Titles, boasting credentials, high cash
demands = BAD SIGN
“I have a lot of ideas” = CAUTION
Diversity = GOOD
How do they solve conflict?
Fire fast!
Exercise: Identify the 5 qualities that are
most critical to earn YOUR trust
Empathy
Reliability
Competence
Chemistry/ Sense of Humor
Communication
Responsiveness
Grace under
pressure
Perspective/
Humility
Fairness
Vision
Entrepreneurship
Cooperation/
Commitment
Integrity
The Trust Spider was developed by Kosnik (1995). based on a literature review on qualities of
effective leaders. It has been used by hundreds of project teams
Exercise: Compare your top 5 five qualities
with those of someone else in the course.
How many do you have in common?
Empathy
Reliability
Competence
Chemistry/ Sense of Humor
Communication
Responsiveness
Grace under
pressure
Perspective/
Humility
Fairness
Vision
Entrepreneurship
Cooperation/
Commitment
Integrity
The Trust Spider was developed by Kosnik (1995). based on a literature review on qualities of
effective leaders. It has been used by hundreds of project teams
Stakeholder assessment of your performance
Empathy
Reliability
Competence
Chemistry/ Sense of Humor
Communication
Responsiveness
Grace under
pressure
Entrepreneurship
Perspective/
Humility
Fairness
Vision
Integrity
Cooperation/
Commitment
X
X
X
X
X
X
X
X X
X
= My Top 5 trust qualities
= My stakeholder’s Top 5 trust qualities
= My assessment of my performance
= My Stakeholder’s assessment of my performance.
X
X
Your self-assessment of your performance
Empathy
Reliability
Competence
Chemistry/ Sense of Humor
Communication
Responsiveness
Grace under
pressure
Entrepreneurship
Perspective/
Humility
Fairness
Vision
Integrity
Cooperation/
Commitment
X
X
X
X
X
X
X
X X
X
= My Top 5 trust qualities
= My stakeholder’s Top 5 trust qualities
= My assessment of my performance
= My Stakeholder’s assessment of my performance.
X
X
Compare notes. Where is the most critical
“Trust Gap” in this example?
Empathy
Reliability
Competence
Chemistry/ Sense of Humor
Communication
Responsiveness
Grace under
pressure
Entrepreneurship
Perspective/
Humility
Fairness
Vision
Integrity
Cooperation/
Commitment
X
X
X
X
X
X
X
X X
X
= My Top 5 trust qualities
= My stakeholder’s Top 5 trust qualities
= My assessment of my performance
= My Stakeholder’s assessment of my performance.
X
X
Use Start-Stop-Keep to give each other feedback
on specific things you can do to close any
Trust Gaps and to build greater trust
Start: Why?
Stop: Why?
Keep: Why?
Example: Start-Stop-Keep to close the
Trust Gaps on communication
Start: Calling my cell and emailing me to let me know if you will be late for a meeting.
Why? I can warn other meeting members so they do not waste time. We can either start later – or start on time and put you later on the agenda.
Stop: Interrupting me when I am speaking.
Why? It makes us less effective in communicating, breaks my chain of thought, and makes me appear to others as weak and/or lacking in executive presence.
Keep: Having our weekly project status meetings.
Why? I want to know if project is on schedule and whether there are any obstacles your team is facing so we can deal with them.
Motivation:
Learn what motivates you and your team
Motivation:
Need for achievement vs. need for independence
Build redundancy and complementarity
Expansive vs. converging minds
Decrease uncertainty
CEO = Chief Emotional Officer
People leaves bosses, not jobs
The main source of anxiety at work is uncertainty
Own failures and share credit
“Success has many fathers but failure is an orphan” – Kennedy
Set a unique team culture
Sense of Belonging to a community is a great motivator
Grow and protect your most important asset
Your Collective Network
When conflict arises…
http://www.youtube.com/watch?v=6dRKa700RaQ
ISITEJ ISIFEJ INIFEJ INITEJ
Inspector Protector Counselor Mastermind
ISETIP ISEFIP INEFIP INETIP
Crafter Composer Healer Architect
ESETIP ESEFIP ENEFIP ENETIP
Promoter Performer Champion Inventor
ESITEJ ESIFEJ ENIFEJ ENITEJ
Supervisor Provider Teacher Fieldmarshal
[edit] Big Five
http://en.wikipedia.org/wiki/Myers-Briggs_Type_Indicator
http://www.humanmetrics.com/cgi-win/jtypes2.asp
Exercise: due at 4 PM
Exercise: due at 4 PM
Summary of Deliverables
- Trust Spider exercise with all members
of your team. Present to class the areas
where most of the conflicts could arise,
and propose solutions
- MBTI exercise. Present your personality
profile and your motivation type and
present to the class your roles based on
results
