Since an article I wrote in June of 2009 called “How a foosball table can kill your startup” is still sparking attention and conversation, I think the time is ripe for me to expand on the topic. Yes, I still believe that tchotchke “benefits” do nothing but waste money. Instead, use your resources to attract new, retain your best talent, and improve your team’s happiness.
Here are additional issues for us to consider…
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I was recently overheard a conversation on the T (Boston’s subway) between two coworkers who were scheming on how to take more “sick time” without getting caught, brown-nose their boss to get what they want, and stay under the radar. These two individuals were corporate cockroaches!
I have an allergy to corporate cockroaches that no EpiPen can cure. They are the spoon of crap that ruins a barrel of honey and the rotten apples in a bushel of good ones. Nothing makes me angrier than those who try to game the system – their actions hurt both their team and company.
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Being in operations, I’m usually the right-hand-man for the CEO (and CFO), and have worked with some fantastic ones and a few who should have let someone else pilot the company. Not everyone is cut out to be a CEO and nowhere is this as evident and crucial as in startups. A good CEO can take the company anywhere he/she dreams it to go.
As I search for a head of operations position and talk to employees and founders of startups, one of the key phrase I am listening for is “my CEO [insert the rest of the sentence]”. That is what I want to hear. Yes, many will say “our CEO”, but there is a difference when someone adds emotion to their alliance and proclaims he works for his/her CEO.
Apolinaras is a business operations leader with 12-year track record of helping companies manage growth, build diverse teams, harness technology, and get a lot more profitable. 
As I network heavily, a common topic of conversation that comes up is how “older” workers feel that they are being discriminated against in this market due to their age. I will not argue this point, but there are three points I would like to bring light to:
It has been almost a decade since I lost my father to cancer, but the lessons I learned watching him run large companies, creating startups, and turning around languishing businesses are still fresh in my mind. I credit him for my business ethics, “workaholism”, leadership style, and pragmatic yet optimistic outlook. He was a man of few words, but when he opened his mouth, everyone listened. In this post I will share some of the rules of business he taught me…
I chat with many consultants during my busy events schedule. Boston boasts a large number of consultants who are true experts in their areas. But, we also have snake-oil salespeople who love to call themselves business “coaches”, “gurus”, etc. If you are smart, you just smile at them, look for an excuse to run away, take their card, and chuck it the next moment you find a trash can. But, some early stage entrepreneurs fall prey to these vultures. That is part of learning process and natural selection. This article is for those of you with solid expertise and experience getting ready to start your startup consulting career.
Being in operations, I’m usually the right-hand-man for the CEO (and CFO), and have worked with some fantastic ones and a few who should have let someone else pilot the company. Not everyone is cut out to be a CEO and nowhere is this as evident and crucial as in startups. A good CEO can take the company anywhere he/she dreams it to go.
As I search for a head of operations position and talk to employees and founders of startups, one of the key phrase I am listening for is “my CEO [insert the rest of the sentence]”. That is what I want to hear. Yes, many will say “our CEO”, but there is a difference when someone adds emotion to their alliance and proclaims he works for his/her CEO.
