When one thinks of the Oscars, they probably think movies, films and blockbusters. It is after all an awards ceremony for the best films of the year! Well, that’s not the case with me. I’m no movie buff. I rarely see a movie within the year it is released, and even more rarely do I go to a theatre to spend $15 on the film and another $10 on a drink! Thanks, but no thanks.
So, why am I writing about the Oscars you ask? Well, one reason, the red carpet glamour! It’s the dazzle all, flaunt your stuff, flip of the hair fabulousness that gets blood rushing through my veins as I see who’s wearing what and who shouldn’t be wearing what!
To celebrate this year’s upcoming Oscar weekend and to get a head start on the style buzz that is to follow, here is a fabulous Friday post on my favorite winners and losers of previous Oscar fashion! Enjoy and happy Friday everyone!
Favorites:
Uber Uma! I love her and this entire look!!
Who wears mustard yellow? Michelle Williams did and it worked wonders!!!
Charlize Theron took a risk with this one – and it is nothing but superb!
Do I need to say anything? Va Va Voom!
Worst:
Is this the pretty pretty princess Oscars?I think Tyra Banks thought so!
Morticia made it! Looks like she’s too ‘busy‘ to make it this year though!
On March 4th, the Open Angel Forum will bring together five promising startups, five great angel investors, and select service providers with the aim of making critical connections between the local investor and entrepreneur communities. OAF founder Jason Calcanis will join San Francisco Chapter heads Kevin Rose and Chris Sacca to kick off the event.
Unlike similar events, OAF refuses to charge entrepreneurs to present their startups. These costs can be prohibitively expensive for founders on tight budgets.
To date, there are five chapters operating across the U.S., with plans for a dozen more before the close of 2010. This is impressive, considering the organization’s first event was just held in January. The rapid growth of the event has come as a shock even for serial entrepreneur Jason Calcanis.
“Clearly there is a need in the market for an event like this when four chapters launch in the first 60 days of operation,” Calcanis says. “We literally can’t keep up with the demand for new chapters and people applying… It’s just stunning to me how something like this can blow up instantly.”
New chapters are launching nearly every other week, and they are currently looking for top-level sponsors. For more information, visit the Open Angel Forum Web site or Twitter page.
Larry Chiang is an instructional humorist and aspires for a JBA (Jedi in Business Administration). He wants us street smart by St Patrick’s Day. After a Harvard Business School event, they wrote: “What They Don’t Teach You at Stanford Business School“. He is speaking at University of Illinois Thursday to Delta Sigma Pi, the professional business fraternity, Illinois Entrepreneur Network, Tech Entrepreneur Network and iFoundry. He takes questions while he is speaking via text message and Twitter.
First of all, it is nice to meet you via this blog post. I get goosebumps knowing that you’re about to get uber business street-smart. I know a thing or two about being academically competent but a little short on street smarts because I was an engineering undergrad once.
I was young and confused but then I read a bestseller from the 80s by, Mark McCormack; “What They Don’t Teach You at Harvard Business School“. He later became a mentor and helped me and build a business called UCMS modeled after Mr. McCormack’s IMG. He started the industry of sports agents by first representing Arnold Palmer. They now rep Payton Manning, Tiger Woods and more.
Here what I am going to talk about
Secrets to getting a legendary internship will be revealed. Getting access to the best jobs has nearly nothing to do with what you know or who you know now. It has to do with learning…
- 7 Truths of Engineering/Finance Success
- 1st job myths
- Moonlighting and how to double-dip
- Getting 10 extra interviews NOW
- Waitlisting in academia is bad. Waitlisting in the workplace is #awesome. Sorry, I talk twitter now.
- How to network at a party you were not invited to.
- What a Supermodel Can Teach a Stanford MBA
Exercise: Lemonade Stand Business
A lemonade stand business is a step above selling glasses of juice for 25c. It’s a baby business that gets you taking and making small transactions and learning sales. Did you know that most VCs and consultants have careers that stall out and die because they can’t operate? Get a leg up by
- Popping your entrepreneurial cherry right
- Examples of Lemonade Stands (Jobs, Dell, Gates, Chiang)
- Practical, hands-on experience. Selling blankets at concerts.
- My “Lemonade Stands”: UCMS, TheDatingReport, CreditCard.org, aa4a.org and Duck9
- A Party is a Lemonade Stand too. My AfterParties have been covered in TechCrunch and VentureBeat
- My next lemonade stand is a party that has VCs paying me to pitch. It’s called “Reverse VC Pitch Party” - THIS is a lemonade stand. I am selling something that is free but it sure feels like I am selling you something right?!
Here is a snipet of video
Here are the questions from the last group of undergrads sent via text message, Twitter and live:
+1-818-687-xxxx
QUESTION: How do you ask someone to be your mentor?
LARRY CHIANG ANSWER: You know how creepy it is to ask, “Wanna go steady?”… Well, it’s the same way with asking someone to be your mentor. Date your mentor for a while. Woo your mentor for a while. Take you mentor out. Publicly recognize them. Get your mentor a gift. Before you know it, you and your mentor will be going steady.
+1-512-925-xxxx
QUESTION: How well does your strategy work on people much older than you?
LARRY CHIANG ANSWER: Old people love getting their butt kissed. It makes them feel relevant.
QUESTION: Does this number even work?
LARRY CHIANG ANSWER: It works better when I am not on campus. I think your trees are getting in the way
QUESTION: What kind of engineer are you?
LARRY CHIANG ANSWER: The kind that go into sales engineering. I worked as a Chemical Sales Engineering for Nalco. My degree is in General Engineering from U of I. Yeah, I graduated #1 in starting salary. I hated my ‘advisor’ Chalmers Sechrist but it was good because I found out that people in positions of power can just absolutely have zero clue. Those same people will never mentor you or guide you even if they are paid to do so. Me, I will creepily mentor you for free just to eff with you. Yes, I am the opposite of Chalmers Sechrist.
QUESTION: What classes did you apply in your first job?
LARRY CHIANG ANSWER: I loved Chemistry and Steven Zumdahl was a great, great Chem teacher. I placed out of my Chem requirements but sat in on classes anyway. Nerd I know. It is weird that I took zero Chem classes but still worked as a ChemE when I graduated. Zumdahl loved chem and cared about teaching. We are Facebook friends still!
QUESTION: What exactly is your job?
LARRY CHIANG ANSWER: I am CEO of Duck9. I started UCMS when I was a sophomore in engineering after reading “What They Don’t Teach You at Harvard Business School“. UCMS did credit strategies seminars to sorority houses. I pretty much have the same job as I did when I was a sophomore as per my Austin Texas network Facebook job status.
QUESTION: How do you crash a party?
LARRY CHIANG ANSWER: I don’t crash anymore But when I did, I would add myself to the waitlist. I would also elevator pitch myself and try to “be a vacation”. Sometimes, I’d bring a gift…
DAVID HORNIK: THIS WORKS. A couple years ago when we hosted the TechCrunch party, Larry’s intern dropped off flowers before the event at August Capital. My staff still remembers her.
+1-713-303-xxxx
QUESTION: Are you a pick up artist?
LARRY CHIANG ANSWER: Funny. I think male models get picked up on versus picking up. (Right on cue there was a Stanford Fashion show next door to Tresidder Oak East)
+1-706-207-xxxx
QUESTION: How do you leave a good voicemail when you’re calling for an internship? Can you do an example
LARRY CHIANG ANSWER: Hi, this is Larry Chiang! Yeah, I know. HI! I wanted to grab you on the phone for two minutes because YOU are coming to campus to do interviews. I can help. I can give you the ins-and-out of Tresidder: 1) bring your own WIFI, 2) bring your work-out stuff cuz you can crash Arrillaga Center for Sports and Rec, and three… …well, call me back cuz. Here is my number. Grab a pen. It is 650, Larry Chiang if you’re googling my resume… 650 do u have a pen yet. 650-2..8…3. 283-8…0…0…8
Also read, “How to Close a Deal via Voicemail“. It’s worth a month or three of tuition because it will get you three to five more internship job offers.
QUESTION: How do you get an email answered?
LARRY CHIANG ANSWER: First you ping the email by asking “Is this the best email address for you?”. Always include your cell phone in the subject line.
QUESTION: How do you get a cell phone number of a recruiter?
LARRY CHIANG ANSWER: You ask for it. You might get a no or push-back but ask anyone who went to the BASES session and they’ll give you strategies on how to handle objections.
+1-808-639-xxxx
QUESTION: Can you talk about networking at an event you’re not invited to
LARRY CHIANG ANSWER: Read my Stanford blog
+1-330-564-xxxx
QUESTION: How do you network in a room that you’re crashing
LARRY CHIANG ANSWER: Read my Stanford blog
Chip in your questions in the comments!
I founded Duck9, which educates college student on credit cards and how to establish a FICO score over 750. I have testified before Congress and World Bank on credit.
I had a little spa day with friends yesterday, and it was the welcome reprieve I’d hoped it would be. But the subject of social media found its way into career-oriented conversation, and I found myself warning my friends against the perils of spending too much time in our growing world of on-demand work and entertainment. It takes away from the personal development that needs to go into the building of our relationships in the offline world.
I’m not saying that we should move away from social media outlets all together, but specifically for the business and marketing use of social media, a balance needs to be met. One of my friends yesterday noted the amount of time needed to maintain a social media presence, which cuts into her actual time spent with customers that are in her shop at any given point of the day.
The conversion factor for moving relationships from the online world into the offline world is still a matter of large concern, particularly when it comes to building one’s brand. Yes, you need a web presence. Yes, you need to find a way to quickly and effectively share information with your customers and clients. Yes, you need to become a resource for others seeking industry-related information, for the purpose of becoming discovered by those using search mechanisms. And yes, you need to engage your customers to maintain open correspondence and receive valuable feedback to use towards the development of your brand.
But find some time towards converting all of that social media activity into something you can benefit from offline. We all know that popularity in the online realm means little for brands with a focus on bricks and mortar locations, unless there’s a way in which they can easily turn that popularity into something more monetizable.
Finding a way to develop those relationships both offline and online is a serious focus for brand owners and those seeking a more powerful association with their company and its principles. Otherwise, brands will be able to hide behind their avatars, getting little out of everyday experiences that lend towards the betterment of in-person correspondence.
As brands seek more social media involvement, it’s important to take a few cues from the course social media has taken for individuals that have already learned this lesson.
How do we create a company culture when the manager does not really care about their employee’s good? What is the motivation for a manager to really want to invest in the life of his employee?
In my opinion this is really based on two things:
Vision
Values
Before we go there I want to look at what it means to be a leader and discuss what leadership is all about. Let’s take a moment to talk about the difference between management and leadership. Some say that they don’t manage…they lead. Management has taken on a bad stigma as of late but why? What is the difference?
I see the difference being:
Leading is leading people to be better individuals. The emphasis being on the people being lead. The focus of leadership isn’t what but who.
Managing is making sure a process get’s accomplished. The emphasis here is would be upon the tasks at end. The focus of management isn’t who but what.
The problem with this is that I don’t believe you can effectively lead people without managing a process, so I don’t believe that you can truly separate the two. You need both of styles of leadership. Generally “managing the process” becomes the focus of many organizations or managers and not leading people. The completion of the task becomes secondary to leading our people and inspiring them to greatness.
So what is leadership?
Leadership is what happens when, through my interaction with my team, I am inspiring my people to greatness. Leadership happens when I as a leader help my employees or team to become better individuals. Leadership is all about pouring into their lives in order to see them grow and succeed. Leadership happens when I can honestly say that I am investing in the lives of my team.
The reality is that while my team is growing personally, they are impacting the company in a positive way as well.
Since leadership is about success and growth, it does require that we manage a process. Managing a process correctly requires that the leader understand how that process relates to vision or the purpose of the organization. Without vision there is no meaning or standard of decision making to make sure that vision comes about.
What is vision?
Vision is that which we aspire to attain. It’s the direction which an organization or company is heading. It is the way that we’re going, the path that we are on, and the end goal that we want to see happen. It is not simply “who we hope to be one day” but a clear idea of where we are going, with steps along the way to help us get there.
However you want to define it, vision is the purpose of the company or organization.
Without vision, a leader is simply taking a stroll. Without vision, a leader is simply taking a walk with followers strolling aimlessly along with no direction, no purpose.
The problem with vision is that it can limit our growth if it is not large enough and it can frustrate the organization if it is too high and lofty. A vision must be clear, concise, and actionable. That is not to say that a small vision can’t be part of the process to accomplish the larger vision and that a large vision cannot be attained with careful planning and preparation…both can be true.
Vision should be something that is clearly communicated inside the organization and something that everyone can get behind and support. Without alignment, the vision is not going to easily get off the ground.
Vision is key to effectively leading our employees to realize their greatness and the greatness of the company.
Vision helps us as leaders figure out:
where we need to go
what we need to do to get there
how we’re doing along the way
Vision provides:
unity for all within the company or organization
energy and drive to see the company move forward
accountability and
That’s where values come into play and that is for another post.
But before we go, here are a few questions to consider:
What is your vision?
Is it greater than just the bottom line?
Do your employees understand your vision and do they have ownership?
If your vision isn’t where it needs to be, are you willing to make changes in order to get back on track?
But when I did, I would add myself to the waitlist. I would also elevator pitch myself and try to “be a vacation”. Sometimes, I’d bring a gift…
