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A mature business facing altered circumstances might need to bring in a partner rather than just an employee, writes the author, who poses a series of questions for founders to address prior to making what could be a difficult leap.
When Arthur M. Blank talks about entrepreneurship - what it takes to create, build and grow a company - he talks about principles. And, when he talks about principles, he talks about giving back.
For David Moody, giving back should be a "habit from the heart," started even before success arrives.
When every start-up you're involved in grows quickly and you're working all the time, how do you manage to squeeze in philanthropic activity? Searching for a way to support his community, a company president got together with other successful business owners to establish the Austin Entrepreneurs Foundation. They endowed it the same way they rewarded employees, consultants and investors: with equity. And, as a result of their business success, the AEF now has plenty of options.
A technology entrepreneur loses his shirt on his first company, regroups and starts a second, and lives to advise others about how to get it right.
Pairing with charities enables entrepreneurial companies to offer a morale-boosting perk to employees while enhancing traditional marketing strategies, says the founder of a consultancy that facilitates such sponsorships.
For entrepreneurial companies and their established counterparts, joint ventures and strategic alliances bring mutual benefits that each would otherwise be unable to achieve independently.
Jack Stack gives back to entrepreneurship in a variety of ways, but one of his main contributions has been through delivering a consistent message: employees at all levels of a company should think and act like they own it.
Serial entrepreneur Bernee Strom started her career as a math professor and still considers teaching and mentoring important ways to give back.
A wingman flying beside the fighter pilot is what separates the true ace from the merely great, writes the founder of a company that was sold for $270 million. A look at the characteristics of his own essential second-in-command provides a guide for entrepreneurs seeking the same.
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