berkus_ventures_300ppi copy


Hit the hardest issues first!

Reorder your priorities for maximum impact.

There are two reasons to consider reordering your priorities to attack your most critical issues first, before the easiest ones to knock off the list.

First, you are fresher at the start of a day, and your best efforts should come when you are best prepared to address these issues.  Remember how easy it is to put off those final decisions at the end of a tiring and long day?

How about all those daily decisions?

But the real reason to do this is to allow most everything else to fall into place once the critical issues are worked out.  It is true in every business, all the time.

An example to make the point.

Take for example, solving key technology problems that prevent a product from shipment, or from scaling to large production.  If sudden demand for a product takes management by surprise, having solved these key issues will remove the key barrier to ramping production and taking advantage of the opportunity.

How about early-stage companies with unique problems?

In an early-stage company, the key issue is most often finding the way to start the revenue flowing from services and sales.  With enough revenues, the young company can more easily raise equity funds, borrow money, hire top talent, and gain valuable publicity.

The most important issue for young entities.

[Email readers, continue here…]   Next, a critical key issue is finding the way to break-even for a young business – the proxy for stability.  Working on that issue alone can drain a CEO, given its many incarnations – in marketing, sales, finding efficiencies, cutting efforts that are of lesser value, and more.

Hiring key talent should be top of the list.

Hire key talent to develop the product, to create a manufacturing line, establish distribution channels, to organize the sales effort, and you will find that many other less important issues resolve themselves or fall into place, much less important than before the critical issues had been resolved.

  • Arthur Lipper

    We disagree and it is company owners, not founders or
    managers who Directors must represent and equally.

    Advisors can do everything for early stage companies, and
    do not have the conflicts with which a Director is burdened.
    Directors must not benefit themselves nor any company investors,
    In making decisions not intended to be in the best interests
    of all of the company owners.

Leave a Reply

Your email address will not be published. Required fields are marked *


Sign up for
Dave's weekly emails

Most Recent Posts