4 ways to persuade people to join your startup

All great tips if you’re leading a new start-up.


The Leadership Insider network is an online community where the most thoughtful and influential people in business contribute answers to timely questions about careers and leadership. Today’s answer to the question “What advice would you give someone looking to start their own business?” is by Nir Polak, CEO and co-founder of Exabeam.

Anyone looking to start their own business needs to be great at getting others to quit their joband join your startup. This may sound harsh, but it’s true. The ability to build a passionate, resourceful, and committed team is paramount to the success of your new company. It’s the first step in fulfilling your vision, which is why it’s so important. For me, I look for “sachkan neshama”– the Hebrew term for “soul players,” or how I describe people who are passionate about the work they do. Convincing people to leave stable jobs for something…

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What business leaders can learn from the Germanwings crash

Corporate culture is so important. Being alienated at work is unfortunately such a common phenomenon.


Airlines are rushing to adopt a two in the cockpit rule to address the alleged murder of 150 people by one Germanwings airline pilot. The solution is necessary but it’s a mechanistic one. Even if airlines adopt a three pilot rule or better pilot screenings, the solutions won’t address the heart of the horror.

People are not static, and in large corporations, almost no one really knows that much about the inner lives of their coworkers. And human resources departments can be especially out-of-the-know. There are Dilbert cartoons about these phenomena: The employee who leaves for vacation but no one notices; the boss who can’t remember his direct reports’ names.

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But people are not designed to live—or thrive—in alienating environments. Unfortunately, too many companies are built that way and, over the long run, it hurts their bottom lines.

On March 31, the New York Times reported that, in…

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3 leadership mistakes from Hillary Clinton’s email fiasco


As the Hillary Clinton email scandal escalates, leaders everywhere can learn. So far, Clinton has made 3 big mistakes:

Respond promptly:

Crisis management 101 tells you to get out there early. Even if you need to investigate the facts, you need to say what you do know as soon as possible. It took Hillary a week to respond to a New York Times story about her exclusive use of her personal email account when she was secretary of state. Even supporters such as Democratic Sen. Diane Feinstein of California were out on the Sunday talk show circuit urging her to explain.

Make sure you’re accurate:

When Clinton finally did respond to questions about her private email server, she clearly prepared. She repeatedly used the same words, “more convenient” explaining, “I thought using one device would be simpler, and obviously, it hasn’t worked out that way.” Now it appears that she…

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Apple’s Tim Cook leads different


Tim Cook assumed he was ready forthe harsh glare that shines on Apple’s [fortune-stock symbol=”AAPL”] CEO. He had, after all, filled in for Jobs three times during the Apple founder’s medical leaves of absence. Cook ultimately became the company’s chief executive six weeks before Jobs died, in October 2011.

What Cook found out instead is that there is no preparation for the scrutiny that comes with succeeding a legend. “I have thick skin,” he says, “but it got thicker. What I learned after Steve passed away, what I had known only at a theoretical level, an academic level maybe, was that he was an incredible heat shield for us, his executive team. None of us probably appreciated that enough because it’s not something we were fixated on. We were fixated on our products and running the business. But he really took any kind of spears that were thrown. He…

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Here’s what happens when 3G Capital buys your company

More on the Heinz Kraft merger and what employees can expect.


To hear Jorge Paulo Lemann describe the corporate philosophy of private-equity group 3G Capital, you’d think he was talking about running a marathon: “You’re running, you’re always close to a limit, you’re working very hard and being evaluated all the time.” That’s what Lemann told Fortune in 2013 in a rare interview for a story about Anheuser-Busch InBev, the beer behemoth born out of a $52 billion buyout that 3G orchestrated in 2008.

Now, 3G and Warren Buffett are teaming up on a mega-merger of Heinz and Kraft just seven months after they worked together on Burger King’s $11.4 billion takeover of Canadian chain Tim Hortons. One year before that, they bought ketchup-maker Heinz.

In the new deal, Heinz will buy 51% of Kraft. (When rumors of the move first broke, late Tuesday, they bumped Kraft shares up 16% in after-hours trading.) The new corporation, The Kraft Heinz Company, will…

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This Is Why Great CEOs Are Lazy

It’s about working smart and delegating while focusing on strategic rather than operational stuff.


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This post is in partnership with Inc., which offers useful advice, resources and insights to entrepreneurs and business owners. The article below was originally published at Inc.com.

When most CEOs find their company getting into some kind of bind, they jump in to personally help resolve the issue. We call this going into “Player Mode.” “I’m just helping out for now,” these CEOs tell themselves, “and later on I’ll bring in someone else.”

But the great CEOs out there rarely enter into Player Mode. Rather, his or her first move is to find someone else to do the work. They are very intentional about engaging the organization. That’s why great CEOs are lazy.

Before you jump through the screen and strangle me, hear me out. Of course great CEOs work hard–but the hard work they do is in finding, recruiting, and engaging the best people to get the task…

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Singapore, the country run like a corporation (1974)

Fascinating article considering that it was written so long ago. Makes me admire the brilliant strategist, even though the methods described to achieve the vision were harsh.


This Fortune article first ran in the magazine in July 1974. We are running it again to mark the passing of Lee Kuan Yew, Singapore’s first and longest-serving prime minister, and the architect of the nation’s remarkable transformation.

Singapore, the smallest nation in Asia, occupies a 225-square-mile expanse of swampy, tropical islands—an area about the size of Trenton, New Jersey. The former British colony has almost no natural resources, except a superb harbor situated along the main shipping route from Europe to the Far East. And it has fewer people—2.2 million—than metropolitan St. Louis.

Yet the tiny city-state has swiftly seized a large place in the world economy. It is a thriving manufacturing center turning out ships, precision machinery, and electronic components. And it is fast becoming the Zurich of the East, an international haven for money and bankers. In nine years of full independence, the gross national product…

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