Michael Margolis on Building Culture at a Fast Growing Small Business

In Chapter 11 of 17 in his 2013 Capture Your Flag interview, educator and entrepreneur Michael Margolis answers "How Are Your Team Dynamics Changing as Your Company Completes More Creative Projects?" With a company that tripled in size in less than three months, CEO Margolis manages employee growth by investing in an intentional, transparent company culture. This sets clear employee expectations around priorities and values and helps Margolis do his best as a CEO to lead his team, earn their trust and respect, and provide coaching and guidance to help his team better serve its clients. Michael Margolis is founder and president of Get Storied, an education and publishing platform dedicated to teaching the world how to think in narrative. He earned a B.A. in Cultural Anthropology from Tufts University.

Michael Margolis on Living Better by Deciding What Matters Most to You

In Chapter 13 of 17 in his 2013 Capture Your Flag interview, educator and entrepreneur Michael Margolis answers "How Are Your Aspirations Changing as Your Experience Grows?" Margolis shares Lao Tzu wisdom on adding to your life by taking away or subtracting things. Margolis adopts this philosophy in his own life as he learns to say no, to set boundaries, to managing information technology streams and battle the oft competing priorities of serving others while taking care of your self. He shares what it is like to go through a process of finding what matters to you in life and how he is working his way through it. Michael Margolis is founder and president of Get Storied, an education and publishing platform dedicated to teaching the world how to think in narrative. He earned a B.A. in Cultural Anthropology from Tufts University.

Michael Margolis on Growing into an Entrepreneurial CEO Job Role

In Chapter 16 of 17 in his 2013 Capture Your Flag interview, educator and entrepreneur Michael Margolis answers "Are You Feeling That As Your Business Grows and You Add More Employees and You Have Greater Responsibilities to Your Clients You Are Starting to Understand Some of the Management Boundaries That Will Appear Over Time as You Build Capacity?" Margolis understands this at a high level, sharing notes from Union Square Ventures venture capitalist Fred Wilson on keeping money in the bank, articulating vision and executing a strategy to achieve it, and recruiting the right people for the team. As a teacher honing a storytelling philosophy for business, Margolis finds it harder to find balance between developing concepts and leading as a CEO. Michael Margolis is founder and president of Get Storied, an education and publishing platform dedicated to teaching the world how to think in narrative. He earned a B.A. in Cultural Anthropology from Tufts University.

Michael Margolis on Using Structure Frameworks to Grow a Business

In Chapter 17 of 17 in his 2013 Capture Your Flag interview, educator and entrepreneur Michael Margolis answers "What Procedures and Processes Are You Putting in Place to Manage Company Growth?" Margolis builds a business operations strategy around a four element model. Water is used to create regular meetings to gauge employee emotion and to get feedback. Fire is addresses problems and projects. Earth focuses on operations procedures, namely recruiting, retention, and routines. Lastly, air addresses the future. Michael Margolis is founder and president of Get Storied, an education and publishing platform dedicated to teaching the world how to think in narrative. He earned a B.A. in Cultural Anthropology from Tufts University.

Tricia Regan on Finding the Right Fit Interviewing for Film and TV Jobs

In Chapter 10 of 15 in her 2013 Capture Your Flag interview, filmmaker and television producer Tricia Regan answers "How Do You Assess Fit When Interviewing for New Film or Television Projects?" For television jobs, Regan looks for opportunities that pay well and complement her documentary filmmaking projects. In finding fit making documentary films, Regan makes a point to have some connection to the subject matter, especially given the economic benefits are less certain in documentary film work than in TV. Tricia Regan is an Emmy Award-winning filmmaker known for writing, directing and producing documentary films, including the Emmy-winning "Autism: The Musical". She also has worked extensively in non-fiction television for A&E, ABC, FOX, Lifetime, MTV Networks and NBC. Regan earned a bachelors from Binghamton University and masters from New York University. 

Tricia Regan on How Personal Priorities Change With Age

In Chapter 14 of 15 in her 2013 Capture Your Flag interview, filmmaker Tricia Regan answers "How Are Your Personal Priorities Changing as You Get Older?" As her carer matures, Regan finds herself thinking more about retirement and economic security. This pushes her to think about life changes that she will face in the next 10 or 20 years and how to manage her career to better prepare for them. She learns to be more assertive asking to be paid what she is worth when interviewing for new jobs and projects. Tricia Regan is an Emmy Award-winning filmmaker known for writing, directing and producing documentary films, including the Emmy-winning "Autism: The Musical". She also has worked extensively in non-fiction television for A&E, ABC, FOX, Lifetime, MTV Networks and NBC. Regan earned a bachelors from Binghamton University and masters from New York University. 

Tricia Regan on Setting Career Goals Making Films for a Living

In Chapter 15 of 15 in her 2013 Capture Your Flag interview, filmmaker Tricia Regan answers "What Goes are you Setting as You Look to What Comes Next in Your Film Career?" To continue making films for a living, Regan realizes she needs to set new career goals around taking better care of herself financially, politically, and personally. She notes the emotional toll making her film "Autism: The Musical" took on her and what she learned about the experience. Regan feels taking initiative across these areas will make her less vulnerable when pursuing new creative work to make films. Tricia Regan is an Emmy Award-winning filmmaker known for writing, directing and producing documentary films, including the Emmy-winning "Autism: The Musical". She also has worked extensively in non-fiction television for A&E, ABC, FOX, Lifetime, MTV Networks and NBC. Regan earned a bachelors from Binghamton University and masters from New York University. 

Richard Moross on Making Personal Life Goals at Priority at Age 35

In Chapter 5 of 14 in his 2013 Capture Your Flag interview, Moo.com CEO Richard Moross answers "How Are Your Aspirations Changing As Your Experience Grows?" After nearly ten years building a successful and admired company, Moo, and achieving additional professional goals, including joining Young Presidents' Organization (YPO) and joining a board of a public company, Moross shifts his aspirations to his personal life. In particular he looks to make sure his business life does not take away from goals he has for his personal life, including being a husband and a father. Richard Moross is founder and CEO of award-winning online print business Moo.com. He is a member of Young Presidents Organization (YPO) and a board member at Ladbrokes PLC. Before Moo.com, Moross was a strategist at design firm Imagination. He graduated from the University of Sussex.

Richard Moross on Managing Growth as Company Nears 200 Employees

In Chapter 9 of 14 in his 2013 Capture Your Flag interview, Moo.com CEO Richard Moross answers "In Growing Moo, What Have Been the Headcount Milestones Where Things Changed the Most?" Moross reflects on how staff level milestones evolved the look and feel of his company. He notes important early milestones - 10, 20, 50, 100 - and what nearing 200 employees means for his company. At a technical level, it means more hierarchy and structure. At a personal level, it means Moross recognizes the reality that a progressively large global business will lose some of the intimacy you have in a small local business. Richard Moross is founder and CEO of award-winning online print business Moo.com. He is a member of Young Presidents Organization (YPO) and a board member at Ladbrokes PLC. Before Moo.com, Moross was a strategist at design firm Imagination. He graduated from the University of Sussex.

Richard Moross on When to Make Management Skills a Hiring Priority

In Chapter 10 of 14 in his 2013 Capture Your Flag interview, Moo.com CEO Richard Moross answers "What Has It Been Like to Transition From Managing Specialists to Managing Managers?" Moross notes how growing a business to nearly 200 employees has necessitated hiring staff with management skillsets to manage day-to-day decisions and support employee development. Adding a management layer to his company allows him to transition into a role of setting standards, values, morals, ethics and aspirations while empowering his managers via process and goal setting structures. Richard Moross is founder and CEO of award-winning online print business Moo.com. He is a member of Young Presidents Organization (YPO) and a board member at Ladbrokes PLC. Before Moo.com, Moross was a strategist at design firm Imagination. He graduated from the University of Sussex.

Richard Moross on What Time Horizon to Focus on in a CEO Role

In Chapter 11 of 14 in his 2013 Capture Your Flag interview, Moo.com CEO Richard Moross answers "As a CEO, How Do You Decide What Time Horizon to Focus on in Your Work?" As the company has grown in size, budgeting timeframes have moved from month-to-month to several years out. This takes into account managing cash flow, accounting for growth, and making strategic investments. Richard Moross is founder and CEO of award-winning online print business Moo.com. He is a member of Young Presidents Organization (YPO) and a board member at Ladbrokes PLC. Before Moo.com, Moross was a strategist at design firm Imagination. He graduated from the University of Sussex.

Doug Jaeger on Cultivating Creative Aspirations to Make a Difference

In Chapter 3 of 14 in his 2013 Capture Your Flag interview, creative director and brand marketer Doug Jaeger answers "How Are Your Aspirations Changing As Your Experience Grows?" Jaeger continues to seek ways he can leave behind a legacy in what he creates. He works strike a balance between experimental projects such as silverware design and other ways to make things, including films, that can change user behavior or culture in meaningful ways. Doug Jaeger is co-founder and creative director at JaegerSloan Inc. where he focuses on brand and experimental marketing for clients such as Squarespace, Samsung and PwC. He is an adjunct professor at New York's School of Visual Arts (SVA) and co-curator of JnrlStr. He graduated from Syracuse University.

Doug Jaeger on Why to Use a Lean Small Business Growth Strategy

In Chapter 9 of 14 in his 2013 Capture Your Flag interview, creative director and brand marketer Doug Jaeger answers "What New Challenges Are You Facing as You Grow Your Business?" As his small business grows, Jaeger tries his best to keep the company lean and nimble so it may adapt quickly to new projects and opportunities. For financial growth, Jaeger looks beyond client work to develop products that can scale beyond the services business. Doug Jaeger is co-founder and creative director at JaegerSloan Inc. where he focuses on brand and experimental marketing for clients such as Squarespace, Samsung and PwC. He is an adjunct professor at New York's School of Visual Arts (SVA) and co-curator of JnrlStr. He graduated from Syracuse University.

Ken Biberaj on How Becoming a Father Puts Life in a New Perspective

In Chapter 4 of 23 in his 2013 Capture Your Flag interview, New York City Council Candidate Ken Biberaj answers "How Has Becoming a Father Put Your Life in a New Perspective?" Becoming a father allows Biberaj to look at his political career goals and family goals in a new way. Fatherhood helps him better see that working to improve the community ties to the development of his son and how school quality, public safety, and small businesses play a role in shaping that environment. Ken Biberaj is currently a 2013 Democratic Candidate for City Council in New York City. 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 Biberaj was Florida Research Director for the Kerry-Edwards for President Campaign. Biberaj 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. 

Ken Biberaj on How Life Experiences Change Your Aspirations

In Chapter 5 of 23 in his 2013 Capture Your Flag interview, New York City Council Candidate Ken Biberaj answers "How Are Your Aspirations Changing As Your Experience Grows?" Biberaj finds assessing each of his aspirations in a vacuum helps him with goal setting. Personally, as a new father, he is putting a priority on spending more time at home to be the best father he can be. Professionally, he tries to understand what is in his control and what is not and to focus his efforts on what he can do to make a difference in his community.

Ken Biberaj is currently a 2013 Democratic Candidate for City Council in New York City. 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 Biberaj was Florida Research Director for the Kerry-Edwards for President Campaign. Biberaj 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. 

Ken Biberaj on Learning the Campaign Finance Part of Politics

In Chapter 8 of 23 in his 2013 Capture Your Flag interview, New York City Council Candidate Ken Biberaj answers "What Did Raising Money for the Primary Election Teach You About Campaign Finance?" Biberaj learns how New York City creates a grassroots campaign finance system via its matching program. This creates spending limits and also helps make every contribution count. He compares this to what he saw working the Kerry-Edwards presidential campaign and how 527 independent expenditures, for example, change the dynamics of an election and its influencers.

Ken Biberaj is currently a 2013 Democratic Candidate for City Council in New York City. 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 Biberaj was Florida Research Director for the Kerry-Edwards for President Campaign. Biberaj 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.

Slava Rubin on How a 5 to 5 Policy Improves CEO Productivity

In Chapter 6 of 15 in his 2013 Capture Your Flag interview, Indiegogo CEO Slava Rubin answers "As a CEO, How Do You Decide What Time Horizon to Focus on in Your Work?" Rubin shares how growing from 15 to 60 employees has changed his and his co-founders' job responsibilities. He manages his commitments and priorities by using a "5 to 5" policy of working on things that can get answered in 5 minutes or that relate to 5-year company goals. Slava Rubin is CEO and co-founder of Indiegogo, the world's largest crowdfunding platform. Indiegogo empowers anyone, anywhere, anytime to raise funds for any idea—creative, cause-related or entrepreneurial. Prior to Indiegogo, Rubin worked as a management consultant. He earned his BSE degree from The Wharton School, University of Pennsylvania.

Transcript: 

Erik Michielsen: As a CEO, how do you decide what time horizon to focus on in your work?

Slava Rubin: I think that’s a great question ‘cause it’s probably one of the things that I’ve really evolved in my work. When it was just Eric, Danae, and I, as the three founders, we were constantly just be working on everything all the time, collaborating, whether it’s something that need to be done in the next 5 seconds, or whether that needed to be done in the next week, or whether that needed to be done in the next 3 months, we all work to collaborate mainly on it. I think as we’ve slowly grown, and now that we’re harboring around 60, and we’re really looking to establish the foundation to potentially grow and to even be a bigger company when I talk to you next year, I think I’ve learned—Well, I’ve spoken to the team that my new policy is I work on 5 to 5, and they work on everything in between, and what that means is I work on things that need to be answered in the next 5 minutes or things that we’re working on to figure out in the next 5 years, and everything in between is what my management team should be working on with their team to figure out, because if I as CEO is too much involved in the between, it means I’m stepping on their toes and not empowering them to do the work, right? And if I’m forcing them to work on the things on 5 years without knowing what it is for me, then they’re not working towards a vision, and, similarly, sometimes things need to be escalated appropriately in the next 5 minutes. So that’s usually how I’m working on things.

Erik Michielsen: How does that compare and contrast, say with what Danae and Eric are doing?

Slava Rubin: Yeah, so we all have different roles. Eric, you know, built the site and moved over to be head of insights, and then Danae was the heart of the company and now is really focused on thought leadership and people-recruiting culture, so we all have our distinctive roles and it’s working out really well.

Slava Rubin on How to Let Go and Hand Off Responsibility to Others

In Chapter 7 of 15 in his 2013 Capture Your Flag interview, Indiegogo CEO Slava Rubin answers "What Has Been Most Challenging About Handing Off Responsibilities to Others?" As a self-proclaimed control freak, Rubin struggles with the challenge of letting go and handing off responsibility to others on his team. Through co-worker support and executive coaching, Rubin learns techniques to share responsibilities with others and empower and motivate employees to take ownership of the work. Slava Rubin is CEO and co-founder of Indiegogo, the world's largest crowdfunding platform. Indiegogo empowers anyone, anywhere, anytime to raise funds for any idea—creative, cause-related or entrepreneurial. Prior to Indiegogo, Rubin worked as a management consultant. He earned his BSE degree from The Wharton School, University of Pennsylvania.

Transcript: 

Erik Michielsen: What has been most challenging about handing off responsibilities to others?

Slava Rubin: The hardest thing about growing and handing off responsibility is if you’re a control freak, like somebody in this interview might be, then it’s hard to just empower somebody else, but no one person can build their company by themselves to be at a scale where they need to be, so you need to really find great other people. So it’s really around that balancing act of knowing what you wanna accomplish, knowing how you might do it, but maybe it’s gonna be much better if somebody else did it, and it could be even more better if you can empower somebody who does an even creative approach. So it’s really that balancing act of finding the right people, having that relationship with them where it’s mutual trust and pushing it forward. If you can find that mutual trust between co-workers, I mean that’s super scalable, that’s awesome.

Erik Michielsen: Has this been something where you use a coaching relationship to best go about that process of handing off responsibility? 

Slava Rubin: Yeah, I mean I think I’m still learning. I think there’s plenty for me to learn. I think that my management team has been a great—done a great job of both listening to me, advising me, giving me feedback, and vice versa, but yeah, an executive coach is definitely helpful because I’m biased in a situation, and they can help think of techniques or ways for you to get better.