Garren Katz on Helping Cancer Survivors Achieve Life Goals

In Chapter 10 of 15 in his 2012 Capture Your Flag interview, business and personal coach Garren Katz answers "Where Can Cancer Survivors Benefit From Life Coaching?"  After coaching multiple clients and also helping friends and family through cancer, Katz finds cancer survivors do not lack passion; rather, they often lack focus.  As a coach, Katz works with cancer survivors on defining where they want to direct their energy and putting a plan in place to achieve those goals. 

Garren Katz is a business and personal coach based in State College, PA and advises his national client base on small business management, entrepreneurship, relationships, and personal finances.  He is also an active angel investor in several business ventures.  He earned his BA from Western Michigan University. 

How to Stop Being Busy and Better Manage Time Commitments

In Chapter 12 of 15 in his 2012 Capture Your Flag interview, business and personal coach Garren Katz answers "How Are You Learning to Better Manage Your Time and Commitments?"  Katz shares how he has worked to change his behavior over time.  He finds himself in an "always busy" mode focused on minutiae and avoiding what was important.  He learns to clear out the busy work and focus on priorities that provide the greatest benefit for his energy. 

Garren Katz is a business and personal coach based in State College, PA and advises his national client base on small business management, entrepreneurship, relationships, and personal finances.  He is also an active angel investor in several business ventures.  He earned his BA from Western Michigan University. 

Transcript: 

Erik Michielsen: How are you learning to better manage your time and commitments? 

Garren Katz: That’s making the assumption that I am learning to manage my time and commitments better. I would say I used to make myself extremely busy, which I never realized what I was, in essence, doing, was doing a fantastic job of avoiding, avoiding what truly is important, or what I deem is important, the priority that I’ve made it. When you clear out the busy-ness and it’s amazing when you actually look at how you spend your time or when I would look—speaking specifically for myself, how I would spend my time, a great deal of my time was spent working on things that really weren’t significant, just busy work, you know, the difference between, you know, being in action and being active. I’m more focused now on what my priorities are and that’s made making time commitments actually much easier because I’m taking on less. 

Erik Michielsen: And what were those priorities before and what are those priorities now?

Garren Katz: The priorities before were, you know, the squeaky hinge, whatever happened to be in front of me, that’s what I would take on, or whatever popped into my head. Now, taking a moment and pausing, and really thinking: what is the benefit of this action? Is this necessary? Could my time be better spent dedicated to something else? Whether it’s a 5-minute project or a week-long activity, where would I benefit the most—where would my partner and I benefit the most? Where should my energy go? That’s how—that’s the decision making process I go through now— not always, of course, but that’s what I go through now whereas before it was whatever the flavor of the week was, whatever the flavor of the moment was, chasing as opposed to really having a focus.

Stacie Bloom: How Working Parent Priorities Change

In Chapter 5 of 18 in her 2012 Capture Your Flag interview, Neuroscience Institute Executive Director Stacie Grossman Bloom answers "How Are Your Personal Priorities Changing as You Get Older?"  Bloom notes how she works to maintain balance around her ambitious career focus while raising three kids.  She notes the daily struggle she goes through being present both in the office and in the home and working through the emotions and decisions that play into finding that balance. 

Stacie Grossman Bloom is Executive Director for the Neuroscience Institute at the NYU Langone Medical Center.  Previously, she was VP and Scientific Director at the New York Academy of Sciences (NYAS) and, before that, held editorial roles at the Journal of Clinical Investigation and Nature Medicine.  She earned her BA in chemistry and psychology from the University of Delaware, her PhD in Neurobiology and Cell Biology at Georgetown University and did post-doctoral training in Paul Greengard's Nobel Laboratory of Molecular & Cellular Neuroscience at Rockefeller University. 

Transcript: 

Erik Michielsen:  How are your personal priorities changing as you get older?

Stacie Grossman Bloom:  My personal priorities have changed because I have a family. So, you know, I’ve always been a very ambitious career-focused person, and I still am, I still am. I think in that aspect, nothing has changed. But I can’t really stay at the office until 9:00 at night anymore. I can’t even stay at the office until 7:00 at night anymore. And so, you know, I just have to find the right balance. And I struggle with it every day. I’m always really self-conscious when I’m walking out the door at 5:00 and my whole team is still there working really hard, but on the other hand, my kids are really important, and they’re not going to be living in my house for a very long time, and I wanna have dinner with them every night, so my priorities have changed because, although I’ve always been very career focused, I now have another big major focus, and I wanna give as much of myself to each of those things as possible. 

Simon Sinek on How to Strengthen Your Creative Skills

In Chapter 13 of 16 in his 2012 Capture Your Flag interview, author and public speaker Simon Sinek answers "How is Your Creative Toolbox Changing?"  The more Sinek practices his creative skills, the stronger his toolbox gets.  He focuses on amplifying on his strengths and hiring out his weaknesses to both broaden and sharpen skills.  As a lover of creative people, Sinek looks to try new things such as modern dance choreography and painting to get perspective on creative process.  Simon Sinek teaches leaders and organizations how to inspire people.  His goal is to "inspire people to do the things that inspire them" and help others find fulfillment in their work.  Sinek is the author of "Start With Why: How Great Leaders Inspire Everyone to Take Action".  He works regularly with the United States Military, United States Congress, and many organizations, agencies and entrepreneurs.  Sinek is an adjunct professor at Columbia University and an adjunct staff member at the think tank RAND Corporation.  Sinek earned a BA in Cultural Anthropology from Brandeis University.

Transcript

Erik Michielsen:  How is your creative toolbox changing?

Simon Sinek:  I’m adding to it. Right? I mean, you know, I don’t think I’ve thrown anything away. I may use some things less than I used to. But the more I learn and the more I get to practice more importantly, the more tools I’m adding to that toolbox. What’s also great is some of the tools change size, in other words, there are some tools that I really like and I’m really good with, and so I use those tools because they’re very helpful to me, and there are other tools that I’ve learned that I’m really no good with and so they’re there if I need them, you know, I’ve never understood the idea of working on your weaknesses, you know, we’re always told in our performance reviews, here are your weaknesses and these are the things you need to work on to get to the next level, I’ve never understood that, the whole idea is to work in our strengths, amplify our strengths, and we, you know, hire our weaknesses or—this is the value of a team, right? What’s the point of having a team if you have to be—if you have to improve on your weaknesses?

The whole idea is we have you on our team because you’re really good at this. You know? And we found somebody else who’s really good at this, which you’re really bad at. You guys are a team. This is the value of a team. And so I think in our workplace, our companies do us a great disservice by telling us that we have to fix our weaknesses or improve upon our weaknesses to get to the next level, they should be encouraging us and giving the tool to amplify our strengths to get to the next level, that’s what they want us for, right? Otherwise, here are your strengths and here are your weaknesses, now you’re even. Wouldn’t you wanna be this? You need to be aware of your weaknesses but we need to amplify those strengths.

Erik Michielsen:  What are a couple of examples of like the creative tools that have brought that out?

Simon Sinek:  I’m a lover of creative people. And so any sort of expression of how you see the world in a—with different terminology is fascinating to me. And so even though I myself am a photographer so I have that visual aspect, I’m a huge fan of modern dance and spend a lot of time sort of with dancers and in the dance world and have, you know, tried my hand at choreography just to see, you know? I’m not good. But it—I like the idea of trying it, you know? And so for me it’s about perspective, which is when I—when you hang out with dancers and you sort of learn to dance a little bit or you learn to choreograph a little bit, or you learn to paint a little bit, you know? I’m not a painter but I painted a painting recently, you know? If you—it’s like chaos theory. Everything’s connected, right? It’s like we conveniently divide up our lives, like here’s my personal life, here’s my professional life, I’m—here’s my social life, I’m looking to find balance. It’s just you. And all the same things apply. And so if you’re good here, you can apply what you learn here to there. And so when you learn how things interconnect and people interconnect, and how human relationships work, and presence, I mean you wanna learn about presence? Take a dance class. You learn all about how to present yourself and be forwards. Take an acting class, learn how to, you know, present your speech. People say, Simon, how did you learn this? It’s like—I’m exposed to all of this. So the tools I’ve learned have just mainly been different perspectives on how other people use their creative talents to see the world in it. If I can get little pieces of those, they help me in many, many different ways.

How to Keep Your Career Fresh and Stabilize Your Life - Randall Metting

In Chapter 6 of 7 in his 2012 Capture Your Flag interview, brand marketer and on-air radio personality Randall Metting answers "How Do You Balance Experimentation and Commitment in the Projects You Pursue?"  Metting focuses experimentation on the creative work he has done in marketing, always thinking about what the next big idea will be to take the company to the next level.  Metting looks at commitment more from a personal perspective, especially with personal health and time with family.  Randall Metting is an on-air radio personality at 93.3 KGSR Radio in Austin, Texas.  When not on the radio, Metting consults organizations on integrated marketing strategy and brand development.  He also writes the Austin community music and entertainment blog at www.randallmetting.com.  Metting earned a B.A. in Advertising from the University of Florida.

Management Lessons on Adaptation and Commitment - Richard Moross

In Chapter 16 of 17 in his 2012 interview, London entrepreneur and Moo.com CEO Richard Moross answers "How Have You Learned to Adapt When Things Have Not Worked Out as Planned?"  Moross walks through specific instances where his company has adapted in the face of a mistake and turn lemons into lemonade.  He talks about the need to experiment and work through cycles of broadening and focusing strategy and why commitment and focus are critical to building the business.  Moross is founder and CEO of Moo.com and a leader in the London startup scene.  Before starting Moo.com, an award-winning online print business, Moross was a strategist at Imagination, the world's largest independent design company.  He graduated from the University of Sussex, where he majored in philosophy and politics.

Joe stump on How Experimentation Enables New Product Development

In Chapter 7 of 14 in his 2012 interview, Internet entrepreneur Joe Stump answers "How Do You Balance Experimentation and Commitment in the Projects You Pursue?"  When looking at new products and new companies, Stump uses experimentation to scratch the itch about interesting ideas and then decide if and when to commit to a larger project.  He shares his experience hacking on email attachment management, putting it on Github, and eventually helping young entrepreneurs found startup attachments.me.  Joe Stump is a serial entrepreneur based in Portland, OR. He is CEO and co-founder of Sprint.ly, a product management software company.  Previously he founded SimpleGeo, which was sold to Urban Airship in October 2011.  He advises several startups - including attachments.me and ngmoco:) - as well as VC firm Freestyle Capital.  He earned a BBA in Computer Information Systems (CIS) from Eastern Michigan University. 

Transcript:

Erik Michielsen: How do you balance experimentation and commitment in the projects that you pursue?

Joe Stump: I'm always experimenting. I think that’s a really important part of what I do in building products. I think it's really important to focus your experimentation and scratch those itches. I actually think that that increases focus because I look at new ideas. When I'm focused on a new product, a new company, I look at new ideas as, particularly ones that don’t apply to my new product.

Obviously, I'm always having new ideas about the product. I look at them as almost like cancerous because if I allow them to germinate -- I'm the type of person that like, “That's a pretty good idea,” and then I’ll ruminate on it for a little while and I'm like, “That’s a really good idea.” And then a little bit longer, then I’m like, and then I start checking out of the other one. So, experimentation allows me to kind of like satisfy my little need to explore that, and usually I’ll explore it just kind of enough to scratch the itch and then I can move on.

Erik Michielsen: Could you give me a couple of examples of projects or itches?

Joe Stump: A couple of things that I've done, I created -- for a long time, back in like 2001, 2002, I was doing a lot of consulting work and had a ton inbound email and IM from clients and stuff and email at the time, I mean, the very best email client out there was terrible, right? And I was like, “it would be really awesome if I could take all of my email and kind of index it by not just subject and body, but the attachments.”

There's a lot of really great data in emails. It's still the primary mechanism for sharing on the internet. There's a lot of URLs in there, a lot of photos, a lot of videos. Obviously your real social network is in your email at the large part. So I kind of like thought that was a cool idea and I had always wanted to do that and ended up actually scratching an itch over a weekend and built this thing where you could log in to Gmail and then it would index.

It was like a little internet crawler that would crawl through your email inbox and then would basically, you could do things like show me all the photos my mom sent me last week, show me all the PDFs that my lawyer sent me last month, show me all the Excel spreadsheets that I've gotten from my accountant. It took me three days to kind of hack that together and the proof of concept was awesome. I was showing it to people. I'm like, “Check this out,” and they're like, “That’s really cool,” because you could click on someone’s name and see all the attachments that they’ve sent them. You could click on a month and see all the attachments you got in a month. You could slice and dice in all sorts of different ways.

And basically I just scratched that itch and left it stagnating on GitHub for months and then met a guy who had just graduated with his masters in Natural Language Processing. And of course, email is like that guy’s wet dream, right? There's just gigabytes of text and he got really excited about it and he was like, “Can I hack on it with you?” and I was like, “Of course, it's just gathering dust on GitHub, fire away.” And that company went on. Those guys, he recruited in a friend, they went on to leave their jobs, helped them raise 500 K and by the time this video hits the internet, they’ll have closed theirs hearsay.

Erik Michielsen: What's the name of that company?

Joe Stump: Attachments.me, and it's pretty amazing now because they have taken it and completly ran with it and they’ve built it now and they're like this really crazy content router. So, you can literally say -- a lot of services send PDFs as receipts. GitHub is a good example. So they send an invoice once a month with the receipt as a PDF attachment. So now in Gmail, I can say, “Please route all PDF attachments from GitHub to my Dropbox GitHub receipts folder,” and it just happens automatically. You don’t have to do anything. It's really nice.

Jon Kolko on How to Make Design Strategy More Implementation Friendly

In Chapter 14 of 21 in his 2012 Capture Your Flag interview, design educator Jon Kolko answers "How Do You Make Strategic Thinking More Implementation Friendly?"  Kolko references user experience or UX managers and how they work to make design thinking actionable or tractable.  He notes heuristics, gross principles, and best practices do not work, putting emphasis on the financial or quantitative metrics instead. 

Jon Kolko is the founder and director of the Austin Center for Design.  He has authored multiple books on design, including "Wicked Problems: Problems Worth Solving."  Previously he has held senior roles at venture accelerator Thinktiv and frog design and was a professor of Interactive and Industrial Design at the Savannah College of Art and Design (SCAD).  Kolko earned his Masters in Human Computer Interaction (MHI) and BFA in Design from Carnegie Mellon University.

Transcript: 

Erik Michielsen: How do you make strategic thinking more implementation-friendly?

Jon Kolko: That’s a good question. And it’s like the first question that anybody who’s sort of in a UX management role will ask when they learn design thinking or design strategy or any of these fancy buzz words is how do you make it actionable and tractable. And I think the answer has a lot to do with the way that you tie it directly to the wants and needs of the different stakeholders. And so, gross generalizations don’t work, heuristics don work, best practices don’t work. The things a designer does have to be buried in the minutia of details related to the stakeholders in order to get traction and buy-in. Typically, that means understanding numbers and finances and goals and metrics. And it's a lot of the stuff the designers typically sneer at and go like, “That’s not my wheelhouse. I don’t like it. It makes me uncomfortable,” but that’s how you take a design strategy and you create something that’s implementable,  and tractable. Equivalent in softwares, you can write abstractions, different requirements or wire frames but if you want it to be tractable then go write some code, erase all the little metaphors and middlemen and get to the heart of the thing you're trying to do and the same is true to service. So any time that you're designing, any time that your designing the design artifacts or abstractions, and they're super, super effective, those artifacts, but getting to the core of the thing is the way that you can make it tractable.

Jon Kolko: Career Advice for Young Design Professionals

In Chapter 21 of 21 in his 2012 Capture Your Flag interview, design educator Jon Kolko answers "How Can Young Design Professionals Better Prepare for Problem Solving Careers?"  Kolko notes how younger design professionals should first focus on finding subject matter you are passionate about in your work.  Second, he notes the importance of crafting a design process to create the work, honing it over time by reflecting on your work. 

Jon Kolko is the founder and director of the Austin School for Design.  He has authored multiple books on design, including "Wicked Problems: Problems Worth Solving."  Previously he has held senior roles at venture accelerator Thinktiv and frog design and was a professor of Interactive and Industrial Design at the Savannah College of Art and Design (SCAD).  Kolko earned his Masters in Human Computer Interaction (MHI) and BFA in Design from Carnegie Mellon University.

Transcript: 

Erik Michielsen: How can young design professionals better prepare for problem solving careers?

Jon Kolko: Design professionals are already prepared for it. Just by calling yourself a designer and doing design process, design methods, you're solving problems. You could hone all of that. 

And so, I think one of my best suggestions for younger designers is first to find topic areas that you're passionate about. And so, typically design education doesn’t focus on content. Design is not about content explicitly. It's a very malleable discipline but to young designers, I say find content that you're passionate about so that you can gain some kind of depth of impact and breadth of impact at once. And so, if you're passionate about sports equipment, great, good for you. If you're passionate about the homeless, great, good for you. But find some content subject matter that you're passionate about. But then, I would start to really craft a process. 

For me and for my students, it's the use of center design process, it's about design with rather than design for, and it's about immersing ethnography, insights, ideation, and launching companies. That’s the process that works for us. It doesn’t have to be the process that works for everybody but knowing what that process is is critical. And a lot of designers really sort of have a -- have it like throw it at the wall and see what sticks and that’s their process. 

And it comes to back to reflection and we spoke a little bit about that prior. It comes back to this idea of reflecting on your work and then going out of your way to improve method, improve the way that you approach things, and being able to articulate that process to other people. Again, knowledge through sharing, describing what your process is to people in a way that they get it.

Idan Cohen on Finding Personal Best by Working in Small Teams

In Chapter 15 of 19 in his 2012 Capture Your Flag interview, Boxee co-founder and head of product Idan Cohen answers "When Are You At Your Best?"  Cohen finds his personal best around people, enjoying brainstorming sessions and conversations with small teams.  He notes the challenges he has working alone and how 2-4 person conversations increase his productivity and the results he can bring to a group. 

This is Idan Cohen's Year 1 Capture Your Flag interview.  Cohen is co-founder and head of product at Boxee Inc, an online video software company.  Previous to Boxee, Cohen held telecom software innovation and developer roles at Comverse.  He was a Captain in the Israeli Defense Force (IDF) and graduated from Tel Aviv University with a Bachelors of Science degree in Geophysics and Art.

Transcript: 

Erik Michielsen: When are you at your best?

Idan Cohen: With people. I’m very social. And I enjoy just very good conversations and very good brainstorming sessions. So I think that, for me, it’s very important to have – not a too big of a team, but a small team that can just iterate very fast on ideas, and that’s when I see the best results from myself. By myself, it’s very hard for me to concentrate. 

I think like a lot of people I have, you know, an undiagnosed ADHD or something. So I’m just jumping all over, even with people, I’m jumping all over, but it’s just something about like a 3 or 4—like a conversation between 2 or 4 people, just makes it much more productive for me. 

How to Manage and Motivate Teams at an Internet Startup - Slava Rubin

In Chapter 8 of 13 in his 2012 Capture Your Flag interview, crowdfunding entrepreneur and IndieGoGo CEO Slava Rubin answers "How Are You Learning to Better Manage and Motivate Teams?"  Rubin shares the new challenge of managing large teams.  He finds listening and action to be the two elements that help him be the best manager possible.  He discusses what he does to facilitate effective communication and alignment to vision.  Slava Rubin returns to CYF for his Year 3 interview.  As CEO and Co-Founder, Rubin has helped transform cause and project fundraising by establishing his company IndieGoGo as a global leader in crowdfunding.  He is also active in philanthropy, starting the Music Against Myeloma annual charity event to fight cancer.  He graduated from the Wharton School of Business at the University of Pennsylvania. 

Transcript: 

Erik Michielsen: How are you learning to better manage and motivate teams?

Slava Rubin: I think that managing a team is something new since I haven’t managed large teams before but it’s definitely about listening and action. So, I would say that it’s very easy to get caught up in doing too many things and I'm learning along with my team on maintaining focus. Also, it’s very easy to just get caught up in e-mail and back and forth and not really have a quick discussion to make a decision. So, I think the decision making process and ensuring that everybody understands it is very important. Also, it’s important to have people aligned with the vision. It’s so easy in a dynamic company like Indiegogo where we’re hiring new people every month or sometimes there is a new decisions made on priorities for people to either make poor assumptions or actually not hear how we’re making shifts, so it’s really important to over communicate.

How Startup CEO Faces Company Building Challenges - Slava Rubin

In Chapter 9 of 13 in his 2012 Capture Your Flag interview, crowdfunding entrepreneur and IndieGoGo CEO Slava Rubin answers "What New Challenges Are You Facing as Your Company Grows?"  He details the importance of selective recruiting in the hiring process and maintaining focus as new opportunities emerge that may not align with the vision.  He details how the company has learned to differentiate as over 300 competitors have entered the market.  Slava Rubin returns to CYF for his Year 3 interview.  As CEO and Co-Founder, Rubin has helped transform cause and project fundraising by establishing his company IndieGoGo as a global leader in crowdfunding.  He is also active in philanthropy, starting the Music Against Myeloma annual charity event to fight cancer.  He graduated from the Wharton School of Business at the University of Pennsylvania. 

Transcript: 

Erik Michielsen: What new challenges are you facing as your company grows?

Slava Rubin: Company building is the number one challenge, which all about hiring the right people. It’s not okay to look and say ‘we’ll take anybody, we just need bodies’. See, that’s the beginning of the end for a great company especially one that’s our size. See, we can’t afford having just extra weight filling the spot. Everybody is a leader and everybody has to step up for different spots. So, number one is company building, number two is maintaining focus around the vision. At Indiegogo the challenge right now is not about what is the opportunity, I would say there are many opportunities to be had, the challenge is rather, what do we say no to and make sure that they we’re focusing as a team on the right things.

Erik Michielsen: You mentioned that over 300 companies have moved in to this crowd funding space, so how do you look at that as a competitive set versus look inside and just focus on your core and building that out?

Slava Rubin: Yeah, I mean, since we launched in January 2008, we now have over 300 competitors. Some competitors like to differentiate by country, so only in Australia or only in Germany or only in the US. Some like to differentiate by vertical, so only health campaigns or only cause or only theater. Some like to differentiate by business models, so free crowd funding, advertising based crowd funding or otherwise and for us the real win for the customer both the campaign owner and the funder is to create one platform where you can cross all these different verticals and have as open of a platform as possible. See, funders don’t think in vertical and they definitely don’t think in business model. They think in disposable income and they think about, ‘oh, I want to share my money or give or buy or contribute to this specific thing’ and when they see this campaign, it’s very easy to share another campaign with them and for us it’s really about having democratizing fundraising as our goal, creating a platform, which is open to anybody in the world to raise money for anything and in the process creating the best funder experience possible.

Making a Mindset Shift to Be More Open to Marriage

In Chapter 1 of 15 in her 2012 Capture Your Flag interview, entrepreneur Audrey Parker French answers "How Has Taking Time Away From Work Given You a Fresh Perspective on Life?"  During her time off from work, she reconnects with family and meets her husband.  The time off work allows her to shift from capturing her flag in career to capturing her flag in life and personal relationships. 

Audrey Parker French returns to CYF for her Year 3 interview after a one-year sabbatical from work and getting married.  She co-founded CLEAResult, an energy management consulting firm.  In 2010, CLEAResult ranked #144 in the Inc. 500 list of fastest-growing private companies.  In late 2010, CLEAResult was sold to General Catalyst Partners.  She graduated from Wake Forest University. 

Transcript: 

Erik Michielsen: How has taking time away from work given you a fresh perspective on life?

Audrey Parker French: Well, in several ways. First of all, it gave me time to reconnect with family and to meet my husband. About a year ago actually, very similar time to this interview last year, I had just met the man who just 2 months ago became my husband. And I – over the last 5 to 6, 7 years, the intensity of my work and my career had made it such that I was putting so much energy into those things because that really was my passion. That was the flag that I was capturing at that point in time. I really didn’t have time for the relationship, a really strong meaningful relationship.

And so – and I also didn’t have as much time to connect with friends and family, and over this last year, the energy that I didn’t even realize that I had been putting into my career all of a sudden became really available to me to reconnect with old friends, to develop my bonds with my family further that I really hadn’t even realized that it would be more surface level, shorter conversations with them when I was working really, really hard constantly.

And all of a sudden, I could have deeper more meaningful conversations more often and the combination of those things just making space for new people, my husband, his family, the new people that have come into my life. It’s been a really incredible year to have all that space and that energy freed up.

How to Better Manage Time and Commitments - Matt Curtis

In Chapter 11 of 18 in his 2012 Capture Your Flag interview, public affairs and communications strategist Matt Curtis answers "How Are You Learning to Better Manage Your Time and Commitments?"  Curtis shares why using a notebook has been so helpful writing out his "To Do" items and how he works through these each day.  He shares why he favors using his notebook and not his cell phone or computer.  Matt Curtis is the director of government relations at HomeAway Inc. Previously he was communications director for Austin mayors Lee Leffingwell and Will Wynn.  In 2011, Curtis won "Austinite of the Year" in the Austin Under 40 Awards.  He earned his bachelor's degree in radio, television and film from the University of North Texas.

How Positivity Improves Productivity - Matt Curtis

In Chapter 15 of 18 in his 2012 Capture Your Flag interview, public affairs and communications strategist Matt Curtis answers "How Do You Get Yourself Into a Flow State of Productivity?"  Curtis shares how he gets into a zone by working and crossing items off his lists.  This causes him to feel more positive emotions which in turn help him enter a flow state of productivity.  Matt Curtis is the director of government relations at HomeAway Inc. Previously he was communications director for Austin mayors Lee Leffingwell and Will Wynn.  In 2011, Curtis won "Austinite of the Year" in the Austin Under 40 Awards.  He earned his bachelor's degree in radio, television and film from the University of North Texas.

Finding Personal Best by Being Present in the Moment - Ken Biberaj

In Chapter 8 of 21 in his 2012 Capture Your Flag interview, New York City Council candidate and public relations executive Ken Biberaj answers "When Are You At Your Best?"  Biberaj notes that inside his full schedule, from morning runs to afternoon business meetings to weekend campaign meetings, he tries to be present in the moment.  Additionally, he finds doing multiple things helps him set priorities and focus on the task or meeting at hand.  Ken Biberaj is currently a 2013 Candidate for New York City Council for the West Side of Manhattan.  He is also a public relations executive for the Russian Tea Room restaurant at One Fifty Fifty Seven Corporation, a family business focused on real estate development, investment sales and retail leasing.  Previously he was Florida Research Director for the Kerry-Edwards for President Campaign. He holds a JD from New York Law School, a Masters in Public Policy (MPP) from Harvard University Kennedy School of Government, and a BA in Political Science from American University. 

How to Manage a Busy Schedule and Get Things Done - Ken Biberaj

In Chapter 10 of 21 in his 2012 Capture Your Flag interview, New York City Council candidate and public relations executive Ken Biberaj answers "What Do You Find Are the Keys to Managing a Busy Schedule and Getting Things Done?"  Biberaj shares the approach he uses to map, prioritize, and manage obligations across his personal and professional endeavors.  Ken Biberaj is currently a 2013 Candidate for New York City Council for the West Side of Manhattan.  He is also a public relations executive for the Russian Tea Room restaurant at One Fifty Fifty Seven Corporation, a family business focused on real estate development, investment sales and retail leasing.  Previously he was Florida Research Director for the Kerry-Edwards for President Campaign. He holds a JD from New York Law School, a Masters in Public Policy (MPP) from Harvard University Kennedy School of Government, and a BA in Political Science from American University. 

Fabian Pfortmüller on What Qualities to Seek in a Business Partner

In Chapter 13 of 15 in his 2012 Capture Your Flag interview, community builder and entrepreneur Fabian Pfortmüller answers "What Makes a Good Business Partner?"  To Pfortmüller, it comes down to trust and to love.  He shares the importance of having workplace chemistry, being able to resolve conflicts meaningfully, and maintaining kindness and respect toward one another.  Pfortmüller is co-founder of the young leader accelerator, Sandbox Network, and HOLSTEE, an apparel and design firm that sells meaningful products to mindful shoppers.  Pfortmüller graduated from Columbia University and its school of General Studies. 

Transcript:

Erik Michielsen: What makes a good business partner?

Fabian Pfortmüller: I’ve been incredibly fortunate with the people I’ve worked with and I think I put a lot of focus and attention to the people I’ve worked with. It’s so important to me. In one word I would summarize it with trust. You know, it’s people that I completely 100% trust but even more so -- I think I would even use the word love.

It’s quite an extreme thing to use I guess in the business context but I admire those people. I'm so fortunate to be working with Dave and Mike at HOLSTEE. I've been so fortunate to have founded Sandbox with Nico and the others because I can learn from them every single day. I admire their values and I completely trust them. And I think that makes really good business partners. And I don’t know if you know this but Dave, Mike and I we actually live together. We live in the same apartment. We love hanging out and it’s not hard to work together and at the same time it’s not to say that we don’t have conflicts.

We have, you know, we fight but I would say we fight in a friendly way and we fight in a way where we respect each other, where we keep each other’s interest, I think, in mind, where we try to understand what is the other person is trying to say and yeah, we try to be friendly to each other. I think that makes a huge difference. And also one thing about business partners I think we can really just take time off and we don’t have to talk about work and just be easy just hanging in California for a week -- it doesn’t matter.