Comments on: The Founders Trap http://www.newmanon.com/2011/05/the-founders-trap/ Daniel Newman on all kinds of things Wed, 31 Aug 2011 04:47:47 +0000 hourly 1 https://wordpress.org/?v=4.4.11 By: qstreet http://www.newmanon.com/2011/05/the-founders-trap/#comment-561 Mon, 08 Aug 2011 01:42:00 +0000 http://www.newmanon.com/?p=192#comment-561 I’ve seen this time and time again with clients – it’s heartbreaking to watch as they justify and rationalize their disconnection and resulting isolation, sometimes until it’s too late. i think there’s something else that enters into the picture. It’s emotionally challenging to stay “related” to customers, requires you to be at risk on a level that working with staff doesn’t. Customers have a “power” that our workforce doesn’t have over us and if we can’t figure out how to bridge the “authenticity” space then other business activities become more compelling. We don’t even realize that we’re diverting ourselves from the discomfort because the calling seems so valid, reasonable, rational… I liked this – thank you for writing it…

]]>
By: Doc_1 http://www.newmanon.com/2011/05/the-founders-trap/#comment-560 Sun, 07 Aug 2011 13:02:55 +0000 http://www.newmanon.com/?p=192#comment-560 Good post Daniel. When a company grows sufficiently it becomes difficult to interact with the customers. While it is important to keep personal contact with “key” customers, it is equally important that the people you put in the front line have your same heart and care for the customer and they are trained to know your business beter than you do.

martinamcgowan

]]>
By: Ali Handscomb http://www.newmanon.com/2011/05/the-founders-trap/#comment-356 Sat, 09 Jul 2011 09:14:28 +0000 http://www.newmanon.com/?p=192#comment-356 Great thoughtful post Daniel I really enjoyed reading this and totally agree. When leadership concentrates on processes and systems it is managing not leading. Leading requires addressing issues which are not solved through such technical solutions.

]]>
By: Nick Sparagis http://www.newmanon.com/2011/05/the-founders-trap/#comment-265 Wed, 15 Jun 2011 16:17:05 +0000 http://www.newmanon.com/?p=192#comment-265 I love this post b/c of the car dealership example (“Celebrity” salesman).

One area that I might disagree w/ is the “…does he actually take good care of them or does “Knowing the Owner” offer that illusion.” Consumers make decisions for different reasons. We’re all different. I think knowing the owner may not get you the best deal, but it’s personal and you have some recourse. In the end, that recourse builds a level of trust. It also ensures that the employees treat you right (they don’t want to lose their jobs). My point is that trust and recourse are important. Trust is at the center of every relationship, and consumers (human nature) fear the unknown.

]]>
By: danielnewman0527 http://www.newmanon.com/2011/05/the-founders-trap/#comment-120 Mon, 06 Jun 2011 12:35:53 +0000 http://www.newmanon.com/?p=192#comment-120 First of all Amir. Thank you so much for your kind words and nice commentary.

I strive to keep the audience thinking. This particular problem is all too common and can be a catalyst to failing businesses.

Have a great week!

]]>
By: Amir Homayoun Rafizadeh - Network Sommelier http://www.newmanon.com/2011/05/the-founders-trap/#comment-119 Mon, 06 Jun 2011 12:19:45 +0000 http://www.newmanon.com/?p=192#comment-119 Dan,

If you recall what I said when Idea Chef and I first met you. The same comment goes here. Very few CEO’s and company owners (let alone other members of their companies senior management) have the passion and drive that you do (and communicate it regularly). It comes out when you speak and if people miss it, they are not listening. Idea Chef and I meet owners and CEO’s on a regular basis where this passion is lost for all sorts of reasons: bad economy, lost business opportunity, lack of motivation in their teams and a whole host of other reasons. But you hit a key item here. Lack of touch with their customers. Even if other CEO’s talk about their desire and passion about customers, they rarely communicate it. You touch upon some amazing yet simple concepts that is missing in US business’s. How leadership can be responsible (and yes drive) customer experience. From the very first point of the sale, the customer is left to their own, experiencing what the company has to offer. I would take your Dell example and go to banking, car dealers and others across many verticals. Once you walk away from your purchase, you are entered in the system for a possible email maybe touching you in a few weeks. Opening a checking account is not about “thanks for your business” but where is the rest of your money?

Guess where is the single biggest opportunity for new business? By serving your existing customer base is such way that they talk about you to their entire network(love all your suggestions about this Dan). If you are already doing this, then you are successful :)

As always great job.
Amir

]]>
By: danielnewman0527 http://www.newmanon.com/2011/05/the-founders-trap/#comment-108 Sun, 29 May 2011 03:01:15 +0000 http://www.newmanon.com/?p=192#comment-108 Ted, Great to have you stop by. I am a big fan of your work.

I must say that this blog was inspired by a reality that is all too often the downfall of companies with great potentials.

I look forward to chatting in the future, and appreciate your continued support and friendship.

]]>
By: danielnewman0527 http://www.newmanon.com/2011/05/the-founders-trap/#comment-107 Sun, 29 May 2011 03:00:17 +0000 http://www.newmanon.com/?p=192#comment-107 Thanks for clarifying – and for reading :)

]]>
By: Erik Sover http://www.newmanon.com/2011/05/the-founders-trap/#comment-106 Sat, 28 May 2011 23:50:21 +0000 http://www.newmanon.com/?p=192#comment-106 Another good read. One correction. Original store front was on Addison Street. FYI.

Thank you.

Erik

]]>
By: Ted Coine http://www.newmanon.com/2011/05/the-founders-trap/#comment-105 Fri, 27 May 2011 17:11:34 +0000 http://www.newmanon.com/?p=192#comment-105 Daniel, I have two words for you: Bra-vo! I went through exactly this growing pain with Coine Language School. Every time I turned my attention from our clients and students to operations and “growth,” the vehicle of that stupendous growth – our customers’ good will – began to lose steam. It took a while, but finally I learned what you clearly describe above: the internal positions are easy to fill. It’s the customer-facing ones that matter most.

]]>