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FAQs
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What is the biggest scam you’ve ever seen?
Personally? I have two.I used to work for a Home Depot store. I sold lumber and building materials, which means insulation, drywall, roofing, fencing, ladders and masonry products. Quite a bit of my business was in special-order products.We sold a customer two pallets of special order shingles. We had never sold this model of shingle to anyone before. The manufacturer brought them to us on Friday and we called the customer. “My contractor will be there on Monday.”On Saturday, someone showed up in the returns line with a bundle of these shingles. “I bought these and don’t need them, so I bro...
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What are the most common scams in anything?
Have you ever heard about club memberships? If No read below. If Yes, still, please read below for my experience.Few months back, I visited one of the shopping mall in Hyderabad where a Lady approached and asked me to fill a form with my phone number for a Lottery promotion they are conducting. I gave my details just with an ignorance that winning a lottery was never in my history. After two days, I received a call from them saying that I'm one of the Luckiest winners of their club completing 25 years of celebration and they asked me to visit their office in Begumpet, Hyderabad. The key point here is that they begged/requested/forced me to come with my dependent only.With a little suspicion I went to their place and inquired watchman about it. He confirmed that it's a good place and people will come here to collect the prize money (or) Gifts. Well trained. (If you want a trusted person to guard your treasury, I can recommend this watchman).We called the particular associate from whom we received the call. He accompanied us to the main building and at the reception we saw someone arguing with them. I just ignored him and moved ahead.We moved to the main hall area where there were few other couples already seated. Then, they announced that there is a small presentation session after which the gifts will distributed to the lucky lottery winners.They moved us to another room where some music from the speakers with medium sound (You can’t hear others talks) and asked us to sit. Here all the couples are separated with an agent assigned to them individually.The initial discussions are about our background, hobbies and interest about tours. Later they started discussing about their offers which is valid only for that day and with below listed benefits.-> 25%-50% discounts on International and Domestic flight journeys from their club web portal.-> Free Hotel accommodation. National/International for 7 days in a year with pickup/drop from airport/hotel.-> Access to the club where we can use Gym/Pool/Games/Function Hall usage with no additional costs.-> 1 Night/2 Day trip to Ramoji Film City.and some other what-not benefits which I didn't remember now. Beyond all, The tempting offer for anyone is 200 Sq yards Land registration on your dependent (wife) Name Near to Shamshabad Airport.The team had very good communication skills and trained well to do your brainwash and won't give you enough time to do a market research or check reviews about them.After the presentation (brain wash) session, they told us that the cost of membership is 2 Lakh rupees which shocked me a moment because till that minute I never heard about such clubs existence or membership costs.The immediate minute I said NO to them and they started convincing me and my Wife who is more tempted for Land proposal. Of-course it's on her name. In another 30 minutes, she became a weapon for them against me and started convincing me along with them.Finally I started bargaining and for which They came down to 1.6 Lacs.Now the payment drama:Me-> I told them that I do not have that much money in my hand or account as I'm an poor typical middle class software employee. I'm working in TCS during that period.They-> They said that I can pay with my credit card and if I don’t have a limit they can help me in getting a new credit card from HDFC agent and later I can convert that amount into EMI. What a solution, They locked me here. (If you want to commit suicide, HDFC will give loan to buy poison bottle).Me-> I told them I just came simply by keeping some small notes in my pocket w/o any cards.They-> They smiled at me. (Looks like they expected this statement from me and had experienced in dealing with the such priority bakra customers like me). They sent one of their agent along with POS machine to my home on his bike following mine.After we signNowed home, I swiped my ICICI credit card for 60k, signed the agreements and for remaining amount I called the HDFC agent. They didn’t given me the agreement copies because of the remaining amount neither provided enough time to read them before the payment.We went to their place around 11 AM and completed this transactions and all the stuff by around 3 PM and moved out for a little shopping and left the city for almost an week on a family trip.Once I’m back from vacation, My HDFC card is ready and I'm almost prepared to pay the remaining 1 Lac. I also got my membership cards.God helped me here. I always had this habit of registering online for everything. So, after the cards, I logged into this club portal, registered myself and moved ahead to the flights reservation section where I do not see any such options or discounts mentioned by the sales team. It is also redirected me to makemytrip website where it shouted me for the full price.This started me to check in depth about them and there are thousands of consumer complaints on them on the same way how they cheated me. I immediately called the particular sales manager and shouted on him for which he said it's my decision to trust him or the social media comments and disconnected the call. That is the moment somehow my mind reminded me that shouting person at the reception in my first visit to their place.Next attack by the Club customer care team. I was surprised by hearing that the membership can't be cancelled (which completely opposite to what sales team said) and also they said that they are not responsible for what sales team promised to customers. They have some ethics and company policies which they must and should follow. (Wah..wah.. Babu Chitti) My mistake was that I signed on the bond papers w/o read them completely and they cleverly made my wife also signed on the documents.I done some more research in the Internet and found other people who are fighting against them by joining a whatsapp Group. Also raised an dispute request to ICICI by asking them to cancel the transaction by considering my behavior and relationship with the bank. After three months fight, I won the dispute.I received the call from that Club once they realized that the money was deducted from their accounts and started saying silly excuses and asked me to trust them again by repeating the same false promises with lesser price for the new membership.That experience made me to understand that “There is No free Lunch in the world” and started avoiding such cheap offers and writing down my mobile number everywhere.I'm still using that HDFC credit card here and there for my personal expenses. It reminds me every time how fool I'm and how precautionary I should be.And finally the Club name is COUNTRY CLUB Alias COUNTRY VACATIONS.
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Why do all programmers look like nerds instead having a luxurious appearance? I am a programmer and I love being a programmer bu
It's not impossible, but expect some negative reactions from colleagues.Suits have long been a sign of hierarchy. Historically, people who wore white collars gave orders people who wore blue (or no) collars. This put programmers in a strange position, because they're not quite in either category. There are still plenty of programmers around who have at one time been expected to wear suits while not receiving suit-wearer pay or respect, and dressed down as a form of protest against that inconsistency. There are others for whom dressing down was always considered normal, but still something that separated them from the executives and bean-counters and even salespeople who all wore suits. Whatever the reasons, the tribal color for programmers is denim blue.If you wear a suit, some will interpret it as a signal that you're not serious about programming. Maybe you'll be one of those who only program for a couple of years until the first suit-wearer opportunity comes along. Anyone with the drive and long-term commitment to become a good programmer wouldn't spend time on sartorial concerns at all, and especially not when it puts a distance between them and their brothers-in-arms. Therefore (according to such reasoning), you must not be a good programmer. Why listen to you? I'm not saying I feel this way myself or that it's right, but if you wear a suit you'll often get less respect and trust from other programmers than if you dressed casually.This is why I deliberately do not dress up too much when meeting with users/customers, even if I know the other company has a higher dress standard than my own. Even if their technical people have to wear suits themselves, if I wore one they might wonder. "Was that guy one of the actual developers that other developers rely on, or just the fauxgrammer who spends more time with the sales team?" When I'm the most casually dressed person in the room, even if that's "business casual" rather than true casual, nobody wonders. It's almost a form of counter-signaling. Even though casual is the norm now, there's still this idea that people who dress way down must be really good so they can get away with it. By contrast, then, somebody who dresses way up must be . . . ?
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What are some things that every entrepreneur should know, but that nobody teaches, when starting their first business?
This is the dark side of things you have to know. Starting a business for the first time is not for the weak-hearted. The fact of the matter is, lot of darkness is behind every startup story, people hate to share or talk about it. Here is a list of some must-know dark topics:Expect no one to support you and everyone to ridicule and demotivate you. If you get any support, be thankful for it. People are stuck in the job mentality.There is no prestige in it. Heck, even when your daily income is more than the whole cabinet of minister's salaries combined, they will still think of a minister as someone better than you. Heck, a low-level section manager has more prestige than you. Never get sucked into showing off your wealth for respect, it’s futile.Everything that can go wrong will go wrong. Have a plan B as good as plan A.Never share your failures with anyone. There, I told you, the crowd is dying to hear it. Share only your success because it will also reflect on your future investor's opinion about you.You have a 50/50 chance of failure, no matter how good your plans are. So be prepared to fail, for success, no other preparation is required.Never take a debt it will slow you down, try again if you failed.Never ask friends and family for investment or loan. You will probably lose it, and they will distract you from doing your thing. Don't burn bridges.Try to do your first business in secret until you succeed. Because people don't trust a person who fails a lot. Neither the investors whom you may need in the future.Do something you enjoy because everyone is demotivating you and this is the only way to stay motivated.Be kind to your employees but don't try to be their friend, they will use you. Besides, when they screw up, you will need to fire them swiftly.Make time for your family, friends, social life and hobbies, otherwise you will exhaust yourself. Remember that you are the cornerstone of your business and it will fall when you do.Be really careful to your customers because bad reviews cannot be deleted from the internet.Everyone wants a piece of your new income, from your mom to your friends, even after they ridiculed you. Do not help anyone. Remember airplane’s emergency instructions, help yourself, then help others. Don’t help anyone on account of your business. Learn to say NO.Again everyone wants a piece of you, from your staff to your suppliers, to your customers, even the government. Protect yourself from disclaimers to contracts.Never cheat your way into anything, sooner or later it will bite you in the ass. Your enemies and competitors will use it against you. Be as ethical and legal as a proper person should be.You are the last to be paid. Once you've paid your employees, your taxes, and your suppliers, and you've reinvested in your business, only then do you take a paycheck (if there is any money left). By Jonathan Johnson.You better learn now, than learn it the hard way.P.S: If you like my writing style and want more support, my educational project is available on Patreon. You can find the link and FAQs in my profile. :)
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Did you ever witness someone 'losing it' in a retail store or restaurant? Was it justified?
Yes and Yes!!! The problem is that it was me losing it on my boss. This happened 15 years ago so I would like to think I can look back and say when I was right and when I was wrong. So you be the judge.I was the sales end of a group for high net worth clients. At the time is was 5 million dollars in investable assets. What I need you to know is that the “sales team” was paid based on business closed within the year. So January 1, I started at Zero. Also the more business you close in the year pushes your payout up. The first $150k in business you bring in gets zero pay out to you. Then $150–250k you get 25% of the 100k and it increases the more business you generate. The kicker is as you hit the next pay level you get retroactive bonus on the early business. So let’s say that I have done $300k in revenue.The first $150k pays nothing$150–250 pays 25%$250–400 pays 30%$400–750 pays 35%As I hit $251k I am in the 30% payout and I get 5% of the first $150–250 as a retro bonus which is 5k. So hitting these numbers can mean a lot of cash. Now these numbers I am showing are not exact but just to demonstrate the importance of hitting the bogeys.So in November I meet a prospect and we agree to terms in December. The fee on the account is $180k and we are very close to the end of the year. Christmas will eliminate 6–7 days of business and closing this deal will pay me $75k. If I cannot close the business until January I am only paid $7500. So my interest is to close the business before end of the year. Also the firm that the money is being transferred from wants to close the account on their books December 30th or 31st.So I go to my boss and tell him about the deal and my desire to close it this year. He tells me that I am already the number 1 person in the area and 3rd in the company. He recommends we push it to next year.I tell him that not only do I want to close it this year but so does the client. I have in my possession a letter from the client and her current trustee saying the deal needs to close this year. This stuff NEVER happens. The other side wants to give us money and a lot of it and we don’t want to go by their timeline. In fact the client tells me if we cannot get it done this year she will look elsewhere. This is a 1 in a million opportunity.So I tell my boss what the situation is on December 15th. He tells me he is “gonna do everything possible to close it this year. He says he will speak with the back office and do everything he can. I get all the paperwork signed and reviewed by the account opening group and now need it signed off to accept the transfer. However I am told I need to get my boss to sign it.I do not work in the same office as my boss so I call him and tell him I am coming down to get his signature. He tells me he has a meeting and to come near the end of the day which I do. However he has left for the day and won’t be back until after Christmas. So I decide this deal is worth giving up my vacation so the following Monday I call my boss and ask him if he can sign the paperwork. He tells me that he can’t because the account needs a special trustee. He says he is meeting with that team at lunchtime and he will call me as soon as he is done. So I decide to head down to the office and wait for him to get out of the meeting. I am sitting outside his office waiting when the head of the special trustees walks by. I ask her how did the meeting go with my boss?She says “what meeting?”He had not even told her about the account. So now i have proof my boss is lying. I never got along with him but didn’t think he would do something like this.So I tell the special trustee boss about the account and I find out my boss is also trying to steer my business to another group. I was pretty friendly with the head of the special trustee group and asked her to call my boss to move this along. Now she also has an interest in the account because it is supposed to go to her team and it’s a lot of revenue. But I now realize that she couldn’t care less about me she just wanted the account.My boss calls me later and asks me why I discussed the account with the head of the other group(call her Lynn)? I said “you told me you had a meeting with her to provide an update on the account.” So I assumed you had done what you said you were doing. That pissed him off. He asked if “I was calling him a liar?I told him that my only interest is doing my job so the rest was on him. It was clear he had no intention of helping me. I asked him if I could come down and get his signature and I would get the special trustees signature myself. Two days in a row he snuck out of the office early to avoid me. My good friend was next door to his office and they had thin walls. So I gave him one more chance to do the right thing and he never came to work that last day instead said he was working from home.So I figured “it’s easier to ask for forgiveness than permission!” So I signed the forms and submitted them to the back office. The business came over on December 31st and I finished number 1 in the whole company.On January 3rd my whole team met to go over numbers. My numbers also help the team get bonuses. I had submitted my deal and was getting accolades from the CEO in the meeting. My boss was fuming and as the meeting broke he said “I need to see you in my office now!”I walked in and he asked me what I thought I was doing when i signed the paperwork?I told him I couldn’t wait any longer and the client wanted it done. He told me that I was not authorized to sign for the account and he was thinking of taking the deal away from me.This is where the fireworks began. The entire office was packed since it was the first work day after the New Years holiday.I told him if he even tried to do that there would be issues. I told him if he had not lied to me, hid from me for a week and done his job, his signature would be on the account. He then called me a “liar” and I lost it.I told him there was a liar in the room but it was not me. That he was too chicken shit to face me directly and snuck out of the building like a coward. He asked if I was “calling him a liar” to which I said “Yes I Am!” I had a few more choice words for him on his “management style” and if he tried to mess with my production numbers I would pay him a visit outside the office. He just stood there as I walked out to about 20 people with their jaws wide open but smiling . I had hated this guy the whole time I worked here and now I had the “juice” to screw him.I walked right out the door and went up to see the CEO. I told him the entire series of events which helped that I kept the emails my boss sent. He looked at me and said “take the rest of the day off I will handle this.” As I was leaving he buzzed his assistant and told him to get my boss upstairs immediately.The next day my boss was no longer my boss. And i was moved to the other team. My boss also lost credit for the revenue I generated for the entire year. He would have received almost $30k in bonus had he just done his job and supported my efforts. Six months later he was downsized out of a job. He never said good bye.To those of you who think I was out of line, you are correct but it was just the final straw that broke my back. I was succeeding despite this guy. My team relied on me to get them their bonuses and I was not letting them or me down! This is just one incident out of many and the only difference is that at this point I had built a strong case as a top tier sales person. No one shed a tear for this asshat when he walked out of the office under security escort. He made his bed and well you know the rest.
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What do management consultants say or do (e.g. speaking exclusively in acronyms)?
Copy pasted this answer from: http://managementconsulted.com/c...I haven't heard all the lingo used before, but it's pretty spot on.5,000 mile view: a phrase used to describe a high-level, summary view of the situation. 5,000 can be replaced by any large number to indicate the same thing80/20 rule: belief that 80% of the effects come from 20% of the causes; in consulting, this term is used to imply that 80% of an assignment can be finished in 20% of the timeadding value: quite simply, that value is being added. See also “value-add”AOB: Any other business – Term generally used in developing a meeting agenda. Denotes time scheduled to discuss miscellaneous topics in a meeting.at the end of the day (EOD): a phrase used to attempt summarization, introduce an air of finality and perhaps close off certain avenues of discussion; since most consultants’ days do not end with the setting of the sun, at the end of the day most of them are still workingB2B: business to business, referring to a company’s primary audience for sales and marketingB2C: business to consumer, referring to a company’s primary audience for sales and marketingbandwidth: capacity, free time, ability to do (additional) work; generally used to indicate that speaker cannot or would not prefer to do additional work, as in: “I don’t think I’ll have any bandwidth this Friday”beach: the consulting equivalent of sports’ being on the bench, it is viewed with worrisome anxiety by junior consultants and relieved gratitude by senior consultantsBig 3: McKinsey, Bain, BCG aka “MBB”Big 4: Deloitte, Ernst & Young, KPMG, PricewaterhouseCoopersBird’s eye view: high level viewBoil the ocean: as the name states, clearly an impossible task. Generally, a project manager or partner will say “Let’s not boil the ocean” as a pretext for suggesting a ton of analyses that in effect, often ends up boiling a very large lake, if not exactly the oceanbottoms-up: expression meaning to look at the smallest units possible to initiate analysis (eg, bottoms-up analysis of a company would start with its lowest-level employees and then work its way to upper management)buckets: categories; this is the extent of this word’s definition, so it remains a mystery why people choose to employ the former term; also used as a transitive verb to mean ‘categorize’buttoned-down: see buttoned-upbuttoned-up: to indicate that a particular piece of work or analysis is comprehensive, accurate and capable of withstanding close scrutiny; this is an example of opposite terms with identical meaningsbuy-in: agreement, support; it is unclear why ‘buy-in’ has come to supplant these terms, as no actual purchasing occursCAGR: compound annual growth rate. If you don’t know it, you won’t get very farcampus hire: a consultant hired directly from undergraduate or business schools, as opposed to “experienced hire”capacity: your available time and energy for additional taskscharge code: a unique code provided with each project/assignment to which you can charge work-related expensescircle back: to follow up with indicated individuals at a later point in time, usually to review progress on the current topic of discussion; this phrase is somewhat redundant, as it is impossible to trace a circle that does not connect back with itselfcore client: a client with a long-standing firm relationship, and one in which there is continual dialogue between senior executives even if there are no ongoing projectscrisp: an adjective indicating that the referenced work or analysis is thorough and complete, perhaps by gastronomical allusion to food that is fully prepared; it is duly noted that crisp objects, while ostensibly finished, are also far more brittle and prone to shatteringdeck: your Powerpoint slides, sometimes referring to the master “deck” for the teamdeep dive: similar to “double click”, this means a thorough in-depth exploration of a particular topicdeliverable: anything that is owed by you to your manager/team, or owed by team to clientdouble click: similar to “deep dive”, this means a thorough in-depth exploration of a particular topicdue diligence: comprehensive study/survey of a business model with an aim to set clear expectations, risks, dependencies, etc as part of a business proposalEBITDA: earnings before interest, taxes, depreciation, and amortizationelevator test: a test of one’s ability to explain concepts in a short-period of time (typically 60 seconds or less). The elevator test represents a hypothetical situation where you are sharing the elevator with a VIP and need to give them a quick summary/presentation during the rideengagement: also known as a project or a caseexperienced hire: a consultant hired from another company, typically with a higher starting position and salary than 1st year consultants. See also “parallel hire”fact pack: typically a “pack” of information that provides the essential “facts” on a project/industry/companyGantt chart: type of bar chart that illustrates a project schedule with start and finish dates, deliverables, etcGMC: Global Management Consultancy, sometimes referring to just the Big 3, sometimes referring to the Big 3 plus the Big 4 accounting firmsgranular: a detailed level of abstraction; often used in the context of increasing the fineness of the analysis, as in: “We need to get more granular here”hands: often prefaced with ‘client,’ indicates the interpersonal skills of an individual in relation to a particular group of people, as in, “That manager sure has great client hands”hard stop: used to indicate that after the time indicated, the listeners are on their own, because the person stating that they have a hard stop sure isn’t going to be around to help after thenhigh-level: similar to 5,000 mile view, but high-level can also mean a very rudimentary analysis (often lacking in detail)hope you’re doing well: a generally well-intended but insincere interpolation used at the beginning of most voicemails to replace the standard pleasantries that would be present in verbal communications; use of this phrase does not indicate actual interest in the well-being of the recipient; also found with alarming frequency in electronic mailI need someone who can hit the ground running:really means, “I am screwed.” Because no one can hit the ground running. You need to at least assess what race you’re in and who else is running.I’m calling to touch base:“I want something from you but I can’t say it up front.” Or “I am worried that you are lost and I’m sniffing around for signs to confirm my hunch.” Or “I’m calling because you micromanage me.”keep this on your radar:“This will come back to bite you. or me.”key: critical, essential, required, important, central; the key analysis is generally the linchpin; often used as a noun, and with such frequency that its significance has been diluted, since everything is now ‘key’let me play this back: said when the listener wants to refract and color the conversation through his or her own perspective, under the pretense of reviewing the transcript of what’s been said; in this manner the listener can pretend he or she is a tape recorderlet’s close the loop:“Let me make sure I’m not going to get into trouble for this one.”let’s hit a home run: “I’m desperate to look good. Even though the odds of a home run are slim, I’m banking on one because it’s the only thing that’ll save me.” Something for all your sports fans to remember: If you have a bunch of solid hitters you don’t need a bunch of home runs.let’s run the numbers and see how they look:“I know they look bad on first blush. But the true use of Excel is to keep changing the formulas until you find a format that makes the numbers look good.”let’s think out of the box: really means, “Can you creatively anemic people please come up with something?” The person who says, “Let’s think out of the box” is usually desperate for a new idea and surrounded by people who are not known for generating ideas. So the phrase is actually an announcement that says, “I’m in trouble.”let’s touch base next week: “I don’t want to talk to you now,” or “You are on a short leash and you need to report back to me.”leverage: a fancy way of saying “use” as in “Let’s leverage this set of data”low-hanging fruit: the initial opportunities, areas of exploration, etc. that are easiest to cover; intended to evoke visual imagery of fruit-laden trees, suggesting that much remains beyond the lowest boughs; syn. quick winMBB: McKinsey, Bain, BCG aka the “Big 3″MECE: mutually exclusive, collectively exhaustive. A term originating at McKinsey and common across management consulting firms, it’s a grouping principle that in the words of Wikipedia, “data in a group should be divided into subgroups that comprehensively represent that group (no gaps) without overlapping”my plate is full: “Help I’m drowning,” or “I would kill myself before I’d work on your project.”on board: the status of being assigned to a case, engagement, or projectopportunity cost: basic economic principle that describes the “cost” of the next best alternative foregone when making a decisionparadigm: consulting-ese for “pattern” or “model” or “framework”parallel hire: a consultant hired from another company, typically with a more senior position position and higher starting salary than 1st year consultants. See also “experienced hire”ping: synonym for “contact”; originated as an onomatopoeia for the sound that is emitted when someone receives an instant message, but nowadays can refer to any form of contact including email or even tapping someone on the shoulderPIOUTA: pulled it out of thin air, also see “WAG” or “SWAG”pipeline: typically used to reference the current and upcoming list of client engagementsPOA: plan of actionproduction: in noun form, a department (either internal or outsourced) of the consulting firm that assists in producing the materials needed for presentations, meetings, etcprogress review: a periodic meeting (either internal or with the client) to review the progress made in the preceding periodprovide color: a directive that translates roughly to “This is perhaps the most boring thing I have ever read, with the possible exception of certain lengthier legal disclaimers, and even then it’s pretty close”; this bit of jargon is nevertheless somewhat of an advance, since, back in the early days of consulting, people were encouraged to provide black and whitepush back (verb form) or pushback (noun): formerly the sole domain of airplanes leaving their gates, this term is now used to indicate resistance and/or disagreement, without actually using those terms; this phrase attempts to avoid any negative connotations of controversyQC: Quality control, typically referring to need to check for typos, grammar mistakes, calculation errors, etcquick question: the answer will be anything but; bizarre since the adjective ‘quick’ is intended, by implication, to be transferred to the answer to said question and does not necessarily have any bearing on the length of the questionright sized: euphemism for downsizedrock star: an individual whose performance in a given area or success at specific endeavors is highly impressive, unique and/or admirable; this appellation is generally used sparingly; although the term is sometimes used frivolously to express purportedly extreme gratitude, as in: “Thanks for picking up my mail for me, you’re a rock star”sandwich method: a structure for providing feedback that resembles a sandwich – one positive comment, then a developmental critique, ending with a positive commentscope: the agreed-upon list of deliverables and boundaries that underpin any client engagementsea change: in between lake change and ocean changesniff test: as in evaluating food for rancidity, this term is used when gauging the viability or reasonableness of a particular analysis; var. smell testspace: a market, arena, field of endeavor, or general area, not to be confused with the area beyond Earth’s atmosphere; use of this term usually adds nothing in the way of descriptive value, as in “I don’t think there will be many opportunities in the technology space”stand up call: a ‘quick’ round table team call to update status from each team member/lead. Usually no longer than 15-20 mins.straw man: a construct presented purely for the sake of argument, with the implication that it is not designed to withstand repeated attackssummer: abridged noun form of summer internSWAG: some wild-ass guess. See “WAG”take the lead on: a clever phrase often used by more experienced consultants when they wish to delegate a menial task, as in: “Why don’t you take the lead on putting together this document,” which may translate to, “I’m lazy and probably not smart or energetic enough to work on this, so go do it”; often appears in utterly irrelevant settings, as in, “Why don’t you take the lead on making dinner reservations for the team,” a manifestly silly request, since one is asked to “take the lead on” something which doesn’t require leadership of anyone and on which they will certainly be working solotakeaway: in other settings a British term referring to carry-out food, here this word has been transmogrified to indicate the salient point that should be retained upon the conclusion of the discussion, often prefaced with keyto be transparent: in indication that what follows will be particularly revelatory, although it often is not especially so; the troubling implication of this usage is that the speaker has heretofore been opaqueup or out: employee promotion policy where if you’re not promoted “up”, you’re counseled “out” of the company. Many consulting firms use up or out but not allupward feedback: the process of providing feedback “upward” to more senior employees, from managers to partnersutilization rate: client service hours vs. time on beach. If below 50%, prepared to be “right sized”value-add: quite simply, that value is added, mashed into a hyphenated noun form. See “adding value”WAG: wild-ass-guess. See “SWAG”wordsmith: to make trivial or generally unnecessary edits to text that may only subtly change the meaning, if at all; incorrectly implies that one is a craftsman on the order of a blacksmith or goldsmith; sadly, wordsmithing rarely involves the deletion of jargonworkstream: a group of tasks that make up a project. Usage – “The team was developing various workstreams to complete the client deliverables”You and I are not on the same page: “Get on my page. Your page is misguided.” No one ever says, “We’re not on the same page, so let me work really hard to understand your point of view. If you want to understand someone else, you say, “Can you tell me more about how you’re thinking.”
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What are the most common mistakes first time entrepreneurs make?
This is like magic. Thank you. Finally a question made for me. I don't even need a belt to fit this question around my waist. First, I have some credentials. I've failed at 17 businesses. I've succeeded at a few. But failed at most. I've also run a $125 million venture capital firm and I'm currently invested in about 30 companies, many of which I advise or on the board, etc. Oh, one thing before I answer the question: the companies that NEVER call me are always the ones that are doing the best. I made lots of mistakes as a first time entrepreneur. In every possible way. And I see a lot of those mistakes repeated in companies I'm invested in. I keep telling myself to remember these. Maybe this answer will be a good way for me to remember. Note: these are MISTAKES. So they are like double negatives. A) START YOUR BUSINESS WHEN YOU ARE BROKE Don't start a company if you're broke. This is not the same as "having no money". If you are fine staying on the floor of a friend's house and living on nothing then you are not quite broke. You have food and shelter. But if you have kids and a wife and a mortgage, etc (the other extreme) don't go broke and start a business. When I started my first business, I stayed at my full time job for 18 MONTHS before I left to become CEO of my startup full-time. We had 12 employees by then and almost as many clients. In other words, I knew I could replace my salary and still pay my employees for at least six months even if everything went down hill. Which leads me to.... B) IF YOU ONLY HAVE MONEY TO LAST YOU SIX MONTHS THEN YOU ARE ALREADY OUT OF BUSINESS I was on the board of a company once and when I read the monthly financials I realized the burn (the monthly loss in cash) was such that we would run out of money in six months. I called the other board members. They hadn't even looked at the financials. I called the CEO. He said, "but we have six months!" This is really really important: if you have six months, IT IS ALREADY SIX MONTHS FROM NOW. What that means is: no matter what you do: you will not be able to raise the money, do the legal, find the customers, do the work, get paid, or whatever you need to do - in six months time. You are the walking dead and you don't know it. Here's what we did. I called an emergency board meeting. We explained the situation to the CEO. He refused to believe it. I called him separately and gave him ten different examples. He finally got it. We fired a lot of people to reduce the burn. Somehow it didn't reduce enough. We hired a bank. We went to all the usual players. Everyone said no about buying us. They all were waiting for us to die. And then they would scrape us up for nothing. Finally, someone bought us for a good amount 2x what we put in a few months ago. I don't know why did it. I just thank god they did. The CEO, who didn't even realize he was going to go broke, made $6 million and moved to another country. We officially sold the company the day before the company was going to run out of money. Six months after that first phone call to the day. C) SMOKE CRACK We have a cognitive bias to think that our own ideas are great ideas. It's hard to admit that they won't work. Profits are the purifier of a business. That's the best way you can tell you have a good idea. If people give you SO MUCH money that you have money left over. Revenues are the next bests thing after profits. And users are the next best thing after that. If you are having trouble with any of the above three and this situation lasts more than a few months then you are smoking crack. You have to come up with a better idea. This doesn't apply to biotech or scientific companies that need to raise a lot of money. But it applies to every other business. D) UNDER PROMISE AND OVER DELIVER Yes, this is a MISTAKE first-time entrepreneurs make. Your competition is over-promising. Here's what you can go wrong if you under-promise and over-deliver. First off, anyone who over-promises is going to win the business. They might do a bad job but possession is 9/10 the law. They have the client and they can do things to fix the relationship. Second, you might under promise and UNDER deliver. Then you're just a bad vendor and they will eventually switch to someone else. What's the solution? One thing: Over promise....and over deliver. Now you're amazing. And the client is there forever. E) DON'T COMMUNICATE Here's the magic rule: talk to a new customer every day for 100 days. It doesn't matter what you talk about. Just call them and say, "how's it going?" Some customers might look at this and say, "I don't want to hear from my vendor for 100 days in a rule." They are lying. They do. And they don't know it. This is often called, "following up". As soon as you meet a potential customer, have an entire system in place to follow up. As soon as you deliver a proposal, follow up, as soon as you deliver a product, follow up. Even when you are in the middle of completing a project, follow up. FOLLOW UP You call and just say, "I always want to make sure I'm doing my best for you. Is all ok?" And then listen. And then say good-bye so you don't waste their time. Do that and you have a client for life. Trust me trust me trust me. F) HIRING PEOPLE Most startups don't need to hire that many people. Like, don't hire a secretary. Or a head of HR. Or even a head of sales. If you're the CEO, then you are the head of sales, the project manager, the secretary, and the head of HR. Wait, in each case, until you absolutely overwhelmed before you start hiring people. Once you hire someone there is a world of S**& that you have to deal with. Personalities, fights, politics, disagreements, gossip, etc. And, the most basic - they might do a bad job. A worse job than you would do because you are the OWNER and they are not. By the way, being overwhelmed is a good thing. It means you have revenues, profits, or users. Then you are allowed to hire people. The best business I've ever started is when there was only one other person besides me. We started our first product for $2000. We sold eight months later for $10,000,000. We outsourced almost the entire business (by the way, the one bad thing about this is that Google wouldn't buy us because of this). It's not as good as it sounds. I'm an idiot and lost a good chunk of the money later. But at least I didn't hire anyone. G) CLEAR ROLES A lot of partnerships fail because there are no clear roles defined. Like, the two partners are "co-CEOs" so nobody knows who to talk to. This is BS. There have to be clear rules. I have a lot of examples. I'll give one I'm dealing with right now. These are the roles of the founders: one person is a scientist - he makes the product. one person is an accountant - he does the books one person is a good business guy and has been involved in startups - he makes the deals and finds partnerships one person is good at raising money - he raises money and I forget who is CEO. One of them. It doesn't matter. Each is the final world on what he is good at. You can even divide up equity equally according to categories like this (and so some people might fit into more than one category so they get more equity): - made product - raised money - made sales - manages people - had the idea That's a sample. Not every business is structured so neatly but many are. When I was in a business where we did not have clear rules over who made the final decision, it was a mess. We ended up selling that company but now NONE of the original partners speak to each other anymore. We got lucky we sold that one. H) DON'T TEST If you have a product idea, and you love it, and all your friends tell you its great, don't forget to test. Let's say your product is "protein water" - clear water that has zero calories and 30 grams of protein. BAM! Seems like an amazing idea. Put a Facebook ad up, with the design of the water bottle and say, "30g PROTEIN WATER". Simply see if people click. If noboody clicks, then you have a bad idea. If a lot of people click, then it's a great idea. This is one example. But this is a very important side-rule that most people don't believe: GOOD ENTREPRENEURS ARE RISK-ADVERSE Before you risk, test. Before you leave your job, have customers. Before you hire people, have money in the bank. Before you even create you product, test it. Smart people test. Smart people don't take risks. I) WORRYING ABOUT STUFF YOU DON'T HAVE TO WORRY ABOUT Too many people think they have to hire lawyers and accountants and make a logo before they even start their company. Don't do BS stuff. Start your company, make your product, see if people want it, repeat. That's it. One company I don't think I even incorporated until they day before I sold it. Don't have too many meetings. Don't debate forever your list of values. Or your marketing slogan. If you make something people want, then the sale is easy, and you have a company. Period. No matter what your slogan is. So many people ask: but should we be an "S" Corp in Delaware. I don't care. It has nothing to do with how much money you will make. Believe in your product. Believe in helping your customers. Believe you can do it cheaply and always over-deliver and (repeating) HELP. Be risk-averse. Hold onto your money. I can throw some stuff in here about don't get bad investors but that's really a different topic. If you avoid all the mistakes above, then you will have a good shot at having a good business. Trust me on this. I've seen a thousand businesses. You will have a good one if you follow the above ideas (or I should say, avoid the above mistakes). Oh, one more. J) HAVE SEX WITH EMPLOYEES This is a really bad idea. Employees are there to help you get customers, deliver to customers, follow up with customers, and handle the running of your business. Once you start having sex with them, all sorts of bad things happen. I'm not even kidding here. You might fall in love with them. You might have to deal with legal stuff. Other employees might get upset. And once one employee gets upset, that "upset-ness" spreads like a disease. Whenever an employee gossips badly about you, you have to fire them or the disease spreads. This is what starts to happen once you start having sex with employees. I've seen great startups totally blow it because of this. Don't do it. ----- There's a lot of other things that can go wrong, but this is the top. For instance, did you know its important to have a great relationship with your landlord? How come? Because he has to approve if you sell your company. Because suddenly he has a new tenant. But this is a small thing. There are many small things. Running a business is hard. These are the top 10 out of 100 (or 1000) mistakes I have seen. Good luck. And, seriously, don't do what I would do.
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Startup Law: What are the cloud based case management software tools for Immigration needs such as H1b/PERM/140/485 ?
There are a number of tools that exist. Many of them want you to talk to their sales team before giving a price, or want you to commit to training and other time consuming commitments. Since you are just starting, do it right and avoid costly data migration later.As a former start-up of an immigration law firm, I found that online cloud-based tools were what I needed and I began to use Clio (www.goclio.com) to manage my practice for client management, case management, documents, time tracking and invoices. It did not, however have immigration forms. After using a number of the leading immigration case management programs, I realized they were expensive, difficult to learn, and were simply SLOW. I would find myself working on a form and then be logged out for 'inactivity' and lose all the data I was entering into the form. The technology they used was outdated and they were clumsy to use.Therefore, I gathered a team of developers and we built PrimaFacie. (www.primafacienow.com). It is easy to use, simple, contains checklists and case flows and yes, all USCIS, EOIR and even ICE forms that you will use in your practice. It also has tools for managing case receipts and managing phone calls. And it syncs seamlessly with Clio. You can sign up in less than 2 minutes and start with your free 15-day trial. The website contains videos to show you how it works, and how it looks. If you are a startup and want to handle your cases in a secure, professional and reliable manner I recommend you start with PrimaFacie and Clio (www.goclio.com). You can get started today.Thanks,James Betzold
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it/PV4eVY — Donald Trump Jr.'s Lawyer (@mandy_cooper13)
Trump Jr. also sent the email after news broke that former acting Attorney General Sally Yates had alerted the White House that Flynn might have lied about discussing sanctions with then-Russian ambassador Sergey Kislyak.
The White House, which initially said that Trump didn't know any details about Flynn until he learned about it later — then said that the president only found out about them through media reports — has faced questions about why Trump's son was seeking to establish communications with the Russian government in the first place.
In a series of tweets, Trump Jr. denied that he and others had received the emails, and called the Times story "a COMPLETE and TOTAL FABRICATION" of his meeting. He said the Times' "fictional account" was "100% made up."
This morning's NY Times Magazine cover: "How Vladimir Putin Created Donald Trump." — Donald Trump Jr. (@DonaldJTrumpJr)
Flynn's resignation Monday came the same day that he was interviewed by FBI agents about the meeting — as part of Robert Mueller's probe of Russia's meddling in the US presidential election.
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If not, I will just have to wait till they come up with a better one.
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LegendaryActivity: 1134Merit: 1021 Re: A non-spam bitcoin address for the internet of things , 02:17:56 AM #6 Quote from: gmaxwell on , 01:46:54 AM The fact that you have to ask for my permission for anything I do on the internet doesn't mean I shouldn't have it given you have the right to do so.
Well you have the right to use this address as a "bitcoin address" and all, and you can do whatever you want with it (and you're free to do that). But I think that it is a bit too much to expect people to give up full control over their own personal bitcoin address, even if it is just to use one for something else. And yes, I do understand that, that doesn't mean I think you must.
Well you have the right to use this address as a "bitcoin address" and all, and you can do whatever you want with it (and you're free to do that). But I think that it is a bit too much to expect people to give up full control over their own personal bitcoin address, even if it is just to use one for something else. And yes, I do understand that, that doesn't mean I think you must.
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LegendaryActivity: 1134Merit: 1021 Re: A non-spam bitcoin address for the internet of things , 02:36:10 AM #7 Quote from: gmaxwell on , 01:46:54 AM I'm not sure I understand what the problem is, exactly.
Why would you want to prevent people from doing wha...
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