Y Combinator Secret Tips for Successful Startups

by Helen Whelan

Y Combinator, a top accelerator for startups, shared some not so obvious tips for startups at a recent Alley co-working gathering in NYC.

Figured I’d get your attention.  Got mine too.

Y Combinator’s CEO, Michael Seibel and three of his partners shared advice based on their experience helping 1600 startups grow over the last three years. YC has helped launch the likes of Airbnb, Dropbox and other successful game changers.

Y combinator tips for success

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Can I Trust You? Questions to ask to find out

By Judith E. Glaser

Few managers and leaders understand how vital, intelligent, quality conversations and interviews are to the health and productivity of a company’s culture.

Unhealthy conversations are at the root of relationships characterized by distrust, deceit, betrayal, and avoidance—leading to lower productivity, decreased innovation, and diminished results.job interview questions to create trust

By learning how conversations trigger different parts of our brain, and how they either catalyze or freeze our brains in protective patterns, we can develop conversation and interview skills that propel individuals, teams, and organizations toward success.

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Overcoming the Addiction to Being Right

by Judith E. Glaser

When we feel strongly that our point of view is right, our brain focuses on looking for evidence. We stop listening to other perspectives and fight for our point of view. We createmanaging conflict at work a culture of conflict avoidance when others fear engaging with us.  Leaders who are addicted to being right tend to think that all others are wrong and fail to see and acknowledge their negative impact on the culture.

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Conversations that Create “Culture Glue” and Problem Solving

By Judith E. Glaser

We all go through our own version of an identity crisis at least once in our life. Should I be a doctor, teacher, entrepreneur, or CEO of some global company? We all want to know where do I fit into the world, and where can I make my best contribution.

For example, I discovered I was an Organizational Anthropologist after struggling for a few decades, taking course after course and program after program, looking for what was right for me. Ultimately, I had to invent the unique identity that fit me—I was then set free to focus on doing it rather than worrying about it (and I love what I do).

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The Millennial “Trophy Generation”: Entitled or Eager to Engage?

by Judith E. Glaser and Debra Pearce-McCall

When you think Millennials, the “everyone gets a trophy” idea comes up. But, we’d take that a step further and say it’s an implicit belief that everyone has something to contribute. The Millennial generation has embraced the creation of a “shared economy ethic”, along with upending many institutional hierarchies and some institutions themselves, through disruptive ideas, disruptive technologies, and businesses based on more sharing of items and information.

This organic sense of – self as part of a collective-  when fostered, creates engaged employees who can be less focused on standing out and more inspired by being part of something larger then themselves. Continue reading

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Sluffing-off Millennial Myths Reveals the Millennial ‘Possibility’ Mindset

by Judith E. Glaser and Debra Pearce-McCall

What’s New About the Millennial’s Mindset?

With their deep comfort with uncertainty and technology, coupled with their hardwired self-expression at worksense of inclusion, Millennials are blazing the trail by transforming workplaces. When used well, technological connections facilitate extended conversations and build trusting relationships transcending time and space, with all the potential this unleashes. The future leaders of this relationship network, where the world is connected in ways that shift our minds and brains, are the Millennials. Consider this: How might the Millennial generation be riding the next wave of human evolution?

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Five Effective Communication and Leadership Skills

by Judith E. Glaser

The Caring Effect… Take Five Steps Forward

All people have deep-seated needs for meaning, purpose, connection, and inclusion that they want—and expect—to fulfill at work. How can you leverage your people’s social and psychological needs to fuel growth and productivity?Taking risks to innovate

The key is to use your Conversational Intelligence® (C-IQ)—your capacity to connect—to recognize social and psychological needs and translate this awareness into conversations that meet these needs.

Here are five steps you can take now:

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Why the Need for Celebration is Greater Than Safety

by Judith E. Glaser

Great leaders identify, measure, recognize, and reward meaningful efforts and achievements—and celebrate often with the people involved. Why should managers and leaders celebrate more? Creating a feeling of celebration helps meet people’s needs for inclusion, innovation, appreciation, and collaboration.leading by engaging employees

How might the disciplined practice of celebration change the culture? From my study of neuroscience, I know that celebration has a big impact because it literally works wonders in the brain. By releasing dopamine and other positive neurotransmitters, positive celebrations and intelligent conversations are not just ways of socializing and sharing information—they trigger healthy physical and emotional changes in the brain.

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Three Ways Leaders Can Become Game Changers

By: Judith E. Glaser, Marcia Ruben, Ph.D., Sandra Foster, Ph.D., & Debra Pearce-McCall, Ph.D

From Power-Over to Power-With

What can a leader do to transform this dictating or “power-over” stance to a “power-with” environment, one in which team members feel safe and feel free to offer their ideas even in challenging meetings or other workplace conversations. When leaders and their direct workplace communication skillsreports work together to ‘down-regulate’ fear and distrust, and ‘up-regulate’ ‘appreciation and trust’, everyone’s internal environment and chemistry shifts and the conversational environment feels safe, so the prefrontal cortex opens up – enabling what we call Co-creating Conversations®– which foster co-creating solutions amongst the team.

Taking Next Steps…

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How Bad Bosses Create Distrust

By: Judith E. Glaser, Marcia Ruben, Ph.D., Sandra Foster, Ph.D., & Debra Pearce-McCall, Ph.D.

Executive Summary

This distinctive blog post highlights the actions a boss can choose to directly impact their own neurochemistry, behaviors and expressions that promote a climate of trust and encourage co-creation among the team. The reader will discover straightforward explanations of the interplay of two crucial hormones – ‘oxytocin and cortisol’, supported by the latest research on the neuroscience behind conversations. The terms up-regulate and down-regulate clearly guide a boss in establishing the conversational intelligence that benefits partnerships, teams, business units, and can be socialized within an entire organization.bad bosses

You will recognize this familiar situation: The boss has gathered all the teams reporting to business unit heads, including you, for a meeting. The boss wants everyone to “brainstorm” ideas that will eventually result in a major shift in your organization’s product focus. You dread this encounter. Your boss dictates the format of the meeting and how the discussion will be handled by speaking only to his favorite Business Unit Heads. He excludes other groups with his judgmental comments, even though he is well meaning, and wants to move the company past stagnant sales and poor customer feedback. 

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