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Opinion Editorials

What would it look like to take the YOU out of entrepreneUr?

(OPINION EDITORIAL) The root of every good business is selflessness, so what would it look like if you take the YOU out of entreprenUr?




Bigger than profits

Love makes the world go round, but can it really live in the cutthroat world of start ups and entrepreneurship? Can it live in the same breath as the calculating Steve Jobs, or a conniving Travis Kalanick, or even the maniacally evil Martin Shkreli? When you’re building a successful business does the shrewd selfish CEO always come out on top, or is there room for entrepreneurs without ego? Is it possible to build a selfless business, based on passion and more importantly love?

I believe that it’s not only possible but imperative, not just for the good of the company, but for the good of the entrepreneur as well.

Selflessness freedoms

There is something so freeing about selflessness, motivations that are trapped outside of simple personal gain are easier to achieve. That’s why motivation experts teach that when you’re trying to lose weight you should think of how your goal will help the people you love (my kids will have a healthier mom, my husband will be motivated to stay fit, I will have more energy to play with my family) rather than how your goal will help you.

It’s easier to compromise when you think only of yourself.

It’s easier to convince yourself to cheat, to take, to indulge. Perhaps when we think about how we’re satisfied at work we ought to think in the same way.

Inherency of entreprenurialism

What entrepreneurs innately know is that when their business surrounds customer satisfaction, when they are providing a product or service that people really need, that really works, that’s really important to their lives, the fact that it makes money or not tends to become unimportant.

The important part of the business is really the crux of all business – how can I make people happy, and how can I provide them a product that they will really love. When you focus on the external product – making the world better, making lives easier, loving your customers, you find that the physical work becomes a little less tedious and a little more passionate.

It’s not about following your dream exactly.

It’s not about pursuing an idea at all costs, or burning through capital without a plan, it’s about taking yourself out of the equation. What if success didn’t mean buying a bigger house or a bigger car or going on fancier vacations.

What if success meant changing people’s lives for the better?

Not being a good employee so you’ll get a promotion or helping out your coworkers, but actually making a product that’s so exciting to you that you just want people to have it. You just want to give it away.

It’s not hard to simply remove yourself from the equation. Focus on what you’re giving to the world, rather than what you’re taking from it.

Ask yourself why what you do is important – whether you’re selling home grown organic produce at the farmer’s market, or feeding families burgers and fries at a fast food chain. If you weren’t there doing that job every day would other people’s lives be worse? Would yours?

Food for thought

Consider these two questions: If you took home exactly the same pay check no matter what you did, would you still show up to work every day? Or – If your job doesn’t make you any money, does your work still matter?

If the answers are yes, than your job gives you a sense of purpose beyond yourself, if the answer is no, then maybe you should think about how you can reframe how you see your work in the bigger context of the world.

Sometimes that means changing your job, but mostly that means reevaluating how to integrate more love into your daily grind.

Shift focus

Instead of telling your customers to “Buy what I made” try, “look what I made for you.” Successful marketing does this already – it gives fifty percent off, or value meals, or free samples or gifts with purchase. But it does more than that. It alters our feelings about our product, it externalizes our love for our base rather than internalizing our sense of greed. It changes our motivation from making money to building a bigger business to buy buy buy, to giving products so you can build a bigger business and give more to more people.

The change you can create in yourself and your business is astounding. Build in more love to your work, and not only will you and your employees find more satisfaction in your day to day, but customers will find your love for them irresistible.


C. L. Brenton is a staff writer at The American Genius. She loves writing about all things, she’s even won some contests doing it! For everything C. L. check out her website

Opinion Editorials

How strong leaders use times of crises to improve their company’s future

(EDITORIAL) We’re months into the COVID-19 crisis, and some leaders are still fumbling through it, while others are quietly safeguarding their company’s future.



strong leaders

Anthony J. Algmin is the Founder and CEO of Algmin Data Leadership, a company helping business and technology leaders transform their future with data, and author of a new book on data leadership. We asked for his insights on how a strong leader can see their teams, their companies, their people through this global pandemic (and other crises in the future). The following are his own words:

Managers sometimes forget that the people we lead have lives outside of the office. This is true always, but is amplified when a crisis like COVID-19 occurs. We need to remember that our job is to serve our teams, to help them be as aligned and productive as possible in the short and long terms.

Crises are exactly when we need to think about what they might be going through, and realize that the partnership we have with our employees is more than a transaction. If we’ve ever asked our people to make sacrifices, like working over a weekend without extra pay, we should be thinking first about how we can support them through the tough times. When we do right by people when they really need it, they will run through walls again for our organizations when things return to normal.

Let them know it’s okay to breathe and talk about it. In a situation like COVID-19 where everything is disrupted and people are now adjusting to things like working from home, it is naturally going to be difficult and frustrating.

The best advice is to encourage people to turn off the TV and stop frequently checking the news websites. As fast as news is happening, it will not make a difference in what we can control ourselves. Right now most of us know what our day will look like, and nothing that comes out in the news is going to materially change it. If we avoid the noisy inputs, we’ll be much better able to focus and get our brains to stop spinning on things we can’t control.

And this may be the only time I would advocate for more meetings. If you don’t have at least a daily standup with your team, you should. And encourage everyone to have a video-enabled setup if at all possible. We may not be able to be in the same room, but the sense of engagement with video is much greater than audio-only calls.

We also risk spiraling if we think too much about how our companies are struggling, or if our teams cannot achieve what our organizations need to be successful. It’s like the difference in sports between practice and the big game. Normal times are when we game plan, we strategize, and work on our fundamentals. Crises are the time to focus and leave it all on the field.

That said, do not fail to observe and note what works well and where you struggle. If you had problems with data quality or inefficient processes before the crisis, you are not fixing them now. Pull out the duct tape and find a way through it. But later, when the crisis subsides, learn from the experience and get better for next time.

Find a hobby. Anything you can do to clear your head and separate work from the other considerations in your life. We may feel like the weight of the world is on our shoulders, and without a pressure release we will not be able to sustain this level of stress and remain as productive as our teams, businesses, and families need us.

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Opinion Editorials

Declutter your quarantine workspace (and brain)

(EDITORIAL) Can’t focus? Decluttering your workspace can help you increase productivity, save money, and reduce stress.




It’s safe to say that we’ve all been spending a lot more time in our homes these last few months. This leads us to fixate on the things we didn’t have time for before – like a loose doorknob or an un-alphabetized bookshelf.

The same goes for our workspaces. Many of us have had to designate a spot at home to use for work purposes. For those of you who still need to remain on-site, you’ve likely been too busy to focus on your surroundings.

Cleaning and organizing your workspace every so often is important, regardless of the state of the world, and with so much out of our control right now, this is one of the few things we can control.

Whether you’re working from a home office or an on-site office, take some time for quarantine decluttering. According to The Washington Post, decluttering can increase your productivity, lower stress, and save money (I don’t know about you, but just reading those three things makes me feel better already).

Clutter can cause us to feel overwhelmed and make us feel a bit frazzled. Having an office space filled with piles of paper containing irrelevant memos from five years ago or 50 different types of pens, has got to go – recycle that mess and reduce your stress. The same goes with clearing files from your computer; everything will run faster.

Speaking of running faster, decluttering and creating a cleaner workspace will also help you be more efficient and productive. Build this habit by starting small: try tidying up a bit at the end of every workday, setting yourself up for a ready-to-roll morning.

Cleaning also helps you take stock of stuff that you have so that you don’t end up buying more of it. Create a designated spot for your tools and supplies so that they’re more visible – this way, you’ll always know what you have and what needs to be replenished. This will help you stop buying more of the same product that you already have and save you money.

So, if you’ve been looking to improve your focus and clearing a little bit of that ‘quarantine brain’, start by getting your workspace in order. You’ll be amazed at how good it feels to declutter and be “out with the old”; you may even be inspired to do the same for your whole house. Regardless, doing this consistently will create a positive shift in your life, increasing productivity, reducing stress, and saving you money.

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Opinion Editorials

How to ask your manager for better work equipment

(EDITORIAL) Old computer slowing you down? Does it make a simple job harder? Here’s how to make a case to your manager for new equipment to improve your productivity.



better equipment, better work

What is an employee to do when the work equipment bites.

Let’s be frank, working on old, crappy computers with inefficient applications can make the easiest tasks a chore. Yet, what do you do? You know you need better equipment to do your job efficiently, but how to ask the boss without looking like a whiner who wants to blow the department budget.

In her “Ask A Manager” column, Alison Green says an employee should ask for better equipment if it is needed. For example, the employee in her column has to attend meetings, but has no laptop and has to take a ton of notes and then transcribe them. Green says, it’s important to make the case for the benefits of having newer or updated equipment.

The key is showing a ROI. If you know a specific computer would be a decent upgrade, give your supervisor the specific model and cost, along with the expected outcomes.

In addition, it may be worth talking to someone from the IT department to see what options might be available – if you’re in a larger company.

IT professionals who commented on Green’s column made a few suggestions. Often because organizations have contracts with specific computer companies or suppliers, talking with IT about what is needed to get the job done and what options are available might make it easier to ask a manager, by saying, “I need a new computer and IT says there are a few options. Here are my three preferences.” A boss is more likely to be receptive and discuss options.

If the budget doesn’t allow for brand new equipment, there might be the option to upgrade the RAM, for example. In a “Workplace” discussion on an employee explained the boss thinks if you keep a computer clean – no added applications – and maintained it will perform for years. Respondents said, it’s important to make clear the cost-benefit of purchasing updated equipment. Completing a ROI analysis to show how much more efficiently with the work be done may also be useful. Also, explaining to a boss how much might be saved in repair costs could also help an employee get the point across.

Managers may want to take note because, according to results of a Gallup survey, when employees are asked to meet a goal but not given the necessary equipment, credibility is lost.

Gallup says that workgroups that have the most effectively managed materials and equipment tend to have better customer engagement, higher productivity, better safety records and employees that are less likely to jump ship than their peers.

And, no surprise, if a boss presents equipment and says: “Here’s what you get. Deal with it,” employees are less likely to be engaged and pleased than those employees who have a supervisor who provides some improvements and goes to bat to get better equipment when needed.

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