A rising tide lifts all ships. This is a profound statement. Water is an extremely important commodity in history. During the earlier times, it was used as the main mode of long-distance transportation. It was used to grow food. A place with abundant, clear, running water is a great place to build an empire.
The tides are rising. I do believe that every entrepreneur in our country can feel this. We feel it at SEO Hacker.
And now that the tides have risen, we have realized that we lack captains in our fleet. Leaders.
You see, we are a service-based, knowledge and technology driven organization. This means we have no inventory but a lot of manpower. Smart, dynamic people with diversified backgrounds and outlooks in life.
Growing from 30 people last 2018 to 51 people this 2019 does not sound like a lot. But that is a 42% growth. Of course, we only hire when there is a need because of increasing number of projects and clients.
To save money and to protect our culture, we are hiring mostly fresh graduates or people with not much work experience. Our initial offer in salary is also not big as we desire to hire people with a driven mission – not mercenaries who are after a high salary.
We improved our hiring process extensively to weed out people who will not fit our culture. Now that we people who are a great cultural fit working alongside us, we thought that was it. We thought that we can stop there because that was what we needed and nothing more.
We were dead wrong.
What we had were great people but not enough leaders. The people in our team were learning so much and had a colossal amount of growth in terms of their work, career and knowledge in digital marketing. However, they sorely needed guidance to grow more in terms of professionalism, maturity, and loyalty.
2019 was the year I planned to get some of my life back. It has been a very good year by God’s grace and wisdom.
Now I realize that 2020 is the year that we need to raise leaders.
I have been a student of leadership, management and entrepreneurship for as long as I can remember. I am also a teacher.
So now the looming question in my mind is: How can I commit to teach leadership to people in my team who really want to step up and become well-intentioned, sacrificial and competent leaders?
You see leadership is not a reward, it is a responsibility. People who simply want more pay and recognition should not step up into leadership roles. We would rather just give them more pay and recognition and have them stay where they are than put them in positions of leadership.
In leadership, the heart to serve has to be there. It has to be of more importance than the heart to harvest for one’s own benefit.
Serving other people does not mean being subservient to them. When you reprimand others or tell other people off, that is a form of service. When you eat packed lunch with your team members, that is a form of service. When you train someone to succeed you in your operational role, that is a form of service.
A lot of people today when bumped up into leadership roles feel like it is a reward for their hard work. And so they avoid work that seems below them because it seems silly to them. Or they push their weight around others because of their position (A.K.A. power-tripping). This is horrible and is mostly why people who are not servant-leaders at heart should not be put in leadership roles.
All these things in consideration, leadership is not instinctively developed through work. It must be studied, and then applied and so it is really learned.
I have read a handful of books about leadership. Coupled with the other books I have read about focus, entrepreneurship, management, and other business psychology concepts, I have dedicated 2020 to teaching these things to potential leaders in our team.
2020 is the year we have become a leadership institute that happens to be great at digital marketing and SEO.
Who is Charles Gener?
Charles is the CEO of Velcoms Network. He is a technical person who understands computers.
Aside from IT and technology, he is also interested in music and more recently, blockchain technology.
There were some days when Charles felt alone. This is because he had to remove all of the distractions in his life. He realized that for him to be happy, he had to accept that fact. Charles took the road less traveled by.
What he wanted was different from what most other people of his age do. When others were thinking only of making money and going on vacations, Charles wanted to build new things. He wanted to create something that will change the world for the better.
As time went on, he got to meet people that had the same wavelength as him. It took a while because people like Charles and I don’t exactly like socializing with other people.
That said, the world needs innovators like Charles. The world needs people who make things, do things, and push them out to the world.
Most of our generation prefers to live an easy life. They want to earn a lot and spend it on travel, food, and leisure. Charles is not one of those people. He enjoys working and making innovations.
He is very much grateful to God because he was blessed with some skills and unwavering interest to create things.
His success is not without sacrifice. As I’ve said, Charles tried to remove all of the distractions in his life. He went as far as to not meet with his friends for around two years. But at that time, he was able to found and grow his business.
One of the biggest aspects that Charles focused on was discipline. He had to think to himself that he needs to finish what he’s doing. He also emphasized living a healthy lifestyle not because he wants to be healthy, rather he needs to be healthy to work on his projects.
Zig Ziglar’s Wheel of Life states that if you sacrifice the other parts of your life or your wheel—It will result in a flat tire. A flat tire is noisier, has more friction, and is very much uncontrollable.
If one part of the wheel is flat, your life will also be affected.
Is there a DIY fix for your internet connection at home?
Most of the “solutions” to improve your connection found in social media are not true, as stated by Charles.
The internet starts with the provider. When you have a good provider, you should further improve it by using quality equipment such as routers.
For Charles, the only lifehack is load balancing—which is done by getting two providers and you balance out their connections. Load balancing doesn’t have a hard limit. You can do it with three to even 20 connections.
Charles mentioned that Google’s Mesh routers were already old pieces of technology that have been altered for commercial consumers.
Just like how the Internet was made and used by the U.S. Navy first, many other technologies start from the military, implemented by enterprises, and then sold to consumers.
Charles also knows of the development of new technology—wireless laser technology.
It’s still in its early phases, but the main reason why it got Charles’ attention is that it’s an innovation that aims to disrupt the industry.
With this in the works, it’s interesting to see what has happened to 5G which was released by China just before Trump shut them down.
In Charles’ opinion, these innovations are fueled by the innate desire of humans to create something new, different, and better.
It’s the same with television. Before it was just through cable, now there’s wireless tech. Improvements continually happen.
Do you read books or read podcasts? How do you teach leadership to your team? How do you lead them?
Charles always tries to inspire his team. They’re trying to change the world. His company is somewhat different. They’re a small company making big things.
The people that Charles gets are like-minded individuals that want to bring change and help the community.
They are the people that understand the value of helping the community and creating new things. They’re visions and foresight are in line with Charles.
It is mind-boggling how people would put their loyalty on their immediate peers rather than to the organization that is paying them so they can feed themselves and their family. It just doesn’t make sense.
“Too many leaders seem to have a greater affinity for and loyalty to the department they lead rather than the team they’re a member of and the organization they are supposed to be collectively serving.” – Patrick Lencioni
This is not uncommon. Tons of leaders in tons of companies are more loyal to the people in their respective departments than to the organization they are a part of and they are serving as a whole.
Why is this Mindset Dangerous?
This is where politics start to breed. Because leaders are loyal to their department – their immediate peers – they begin to lobby for their greater good. Management and leadership meetings start to look like the US congress or the United Nations where the leaders of nations come together simply to lobby for their constituents.
There is no unity in the collective goal of the organization. As such, the main KPIs and results that the organization needs to achieve is always overlooked and commonly missed. Performance starts to disappoint over time when this happens.
Sure, the departments may be hitting their KPIs, the marketing team may be great at marketing but are they marketing for the organization correctly? Or are they simply doing ‘great’ marketing for the sake of doing ‘great’ marketing – because that is what people in that certain department/team wants to do?
Some leaders may argue that having a great team who is loyal to each other and is having fun should be enough. However, a more accurate description of that situation is to say that they have a mediocre team that enjoys being together and is not terribly bothered by failure.
Results have to matter. The main, collective goal of the organization has to critically matter.
How do We Shift this Mindset?
ALWAYS BE CASTING your company’s shared goal. Your vision. Your mission. Make sure people understand it and put it to heart.
ALWAYS BE REMINDING your leaders that there is a TEAM NUMBER ONE and that is the leadership and executive team. The team that takes care of the organization as a whole. Their respective departments are simply TEAM NUMBER TWO.
One way to ensure that this happens is to make the leaders do a 5-minute round-up every morning just discussing about high and low points of their week. Something that’s informal and casual but builds better relationships.
If your leaders put their loyalty on team number two, it will turn to make for a horrible place to work in because politics will multiply in the organization over time.
Jayson Lo is a top-ranked speaker, best-selling author, and entrepreneur. He’s been invited to speak all over Asia. Know more about him in this episode of the Leadership Stack!
Jayson Lo is an entrepreneur by heart. Throughout his career, he has experienced plenty of success and even more failures in business.
In his early years, he had a study party lifestyle, but once he got serious, he was able to achieve a modicum of success.
Because he was in sales, he was able to earn his first million at the age of 22.
By then, he thought that he already knew the definition of success.
Getting things that fast can make people think that it’s an easy thing to do—leading to people taking things for granted.
There came a point in time when Jayson lost everything, and that’s when he truly discovered the meaning of success.
He is currently a fulltime speaker—his materials came from his life’s experiences and his love for learning.
Jayson teaches only the things that he thinks he knows and understands. When teaching lessons from books, he prefers to apply the concepts first before he integrates them to his talks.
Jayson likes to read books, although he is a picky reader, business books he can finish within days, but some lifestyle books, he might have a hard time finishing in years even.
Being a public speaker is not easy. It takes a lot of time, experience, and effort to create material for talks, seminars, and workshops that are sure to get your audience engaged.
As a speaker myself, I realized that most companies get speakers like me and Jayson because people within no longer listen to their higher-ups.
It brings to mind Mark 6:4
“A prophet is honored everywhere except in his own hometown and among his relatives and his own family.”
Even when a company has many experts within, there are times when only speakers like Jayson can truly open the hearts and minds of their people.
He mentioned Unilab as a great example. Even though they have amazing people working for them, they still chose to have Jayson talk to their people.
There he spoke to people from different parts of their company hierarchy—even meeting people who have worked there for 30 years!
It begs the question, “Will there be a millennial that can last that long in a company?”
All Jayson said was that the possibility is there, and hopefully, there will be some. But it must be considered that working with Unilab was a dream job before. The landscape has changed, so we can never be too sure.
Join us in uncovering the growth journey of the Marvin Germo. Here we talk about his learnings, his mentors, and his unique mindset of ignoring positive and negative criticism. Before you think that this is bad, listen in on what It really means in this podcast!
Part of Marvin’s growth journey involved reading books in the past. But since in-demand knowledge is incredibly accessible with YouTube, Spotify, and other streaming services, he tends to take advantage of those.
Currently, Marvin tends to look for various economic reports to study like a trade war and its impact on the U.S. or China. In-demand knowledge helps him absorb the wisdom that he wants to get on a certain day.
He doesn’t look for books or audiobooks that can sometimes give you insights on a broad scale, instead, Marvin wants to learn things at his own pace, so he only looks for things that he wants to learn at any given day. He would rather take his time to research on the things he wants to understand.
Most of the time, Marvin watches speeches and interviews of the people that he follows, Mark Cuban, Elon Musk, Steve Jobs, Mark Zuckerberg, Kevin O’Leary, etc.
He also enjoys the show Shark Tank, because it’s not only the pitches that he sees but the business philosophies of the people in the show—which to Marvin, can bring tremendous amounts of insights.
The start of Marvin’s journey to success started slow and steady. Right after he graduated, he went out and interviewed different businesspeople and executives. He just asked them for their time, sometimes just for coffee, and he’d have a whole list of questions at the ready.
Marvin also shares that the biggest mistake of a lot of people is that they go to their rich relatives or friends asking for money—and that’s something that you should never do.
Instead, go to your rich relatives, and ask them how they pulled it off.
The money you asked from them will be gone in a matter of time, but the wisdom that they’ll give you will last a lifetime.
Marvin emphasized the importance of trying to learn from the success and failures of your friends and family, particularly the ones that have made it big.
Steve Jobs was an innovator that liked to challenge the status quo, and he is someone that you rarely see nowadays. For Marvin, Apple is not as good as before solely because Steve Jobs is no longer there. Marvin loved Steve Job’s foresight—the fact that he thought of things that were decades ahead of his competition, is something that Marvin admired.
Steve Jobs may not be an investor, like Marvin, but he is still an incredible inspiration. The way he thinks, and the way he does things, were amazing.
That being said, Marvin believes he has a similar mindset with Mark Cuban because he’s a businessman, a great investor, a public speaker, and a basketball fan. In some cases, they have very similar likes and routines.
A lot of people questioned Marvin’s choice to not pursue a career in Engineering. For those people who thought he was wasting opportunities, he just told them that it’s much more of a waste if you do something that will eat you up every single day. That’s why Marvin chose to do something different and risky. Something that was harder, but gave me happiness.
Different people find happiness in different places. Some people find joy in working 8 hours a day and earning six figures, while others just want to grow and expand their business.
For Marvin, social media somehow counteracts this because most people compare their lives to others, and when you compare there is almost always a clear winner and loser.
In Marvin’s words:
“The moment you start comparing yourself with others is when you’ll start becoming jealous, or boastful.
The best thing that you can do is to know what you’re supposed to do, know what you’re calling is, know what your plans and goals are, and don’t compare it with other people.”
Marvin has learned to ignore what other people have to say about him—both the positive and the negative. He believes that too much positive feedback can lead to complacency, while even just one negative comment can destroy a person’s dream.
It’s very interesting how people in the world are more likely to spread negativity than positivity.
As Marvin said, when there’s a whiteboard that has a small dot on it, people will focus on the dot instead of the whiteboard.
People seem to be wired to be more negative instead of providing a positive remark.
Marvin believes that a lot of people think that social media is destroying our ecosystem by letting people become bad.
But what people don’t know is that social media doesn’t change people—it just exposes who you truly are.
Social media provides a platform for people to say things while being under a veil.
To some extent, I think this will make it fairly easier to spot when a person is ranting about their work, or about some other facet of their lives. However, it also makes it so that more and more people become aware of what they’re doing.
The same goes for influencers or anyone that has a social media following. No matter how bad your day gets, when someone recognizes you, you have this obligation to be as nice as you can because it can have a massive effect on your online reputation.
The success of Robert’s business can be attributed to his leadership style and the competence of his team. The fact that he is leading them on, instead of simply managing them is what made the difference.
For Robert, management is more about monitoring the small details, so that the team can continue to function, while leadership is about moving things forward.
Managers make sure that the micro-factors that will ensure that things will go the way they should be will happen.
He believes that he isn’t a good manager because he is not detail-oriented enough to check on the smaller things. And I agree because Robert is better as a leader.
Now that he is in a leadership position, Robert has more time dedicated to helping the business grow, to help him grow as a leader—all for the sake of growing the company.
His newest sales manager, Ron has been working with him for over four years. He is a millennial, and to me, this is very interesting because having them choose to stay is not an easy thing to do.
Rob says one of the things that he thinks makes them choose to stay is the chemistry that the team, as a whole has. He mentions that even just one person that has a negative perspective within the company can ruin everything, and so making sure that everyone is happy with their work is crucial.
He also talks about himself being a boss that is more of a friend rather than an authoritative figure
Robert further mentions how important prayers are to his work. He always prays for all of his team. To him, prayer is very important. He prays even during the time when he decides to get a new hire.
The business he leads is small, so Robert limits hiring since it would mean more funding. And besides, he only hires when the need arises, which doesn’t happen often.
In fact, his business doesn’t have a concrete hiring process yet. The whole thing is composed of just two interviews. One with the sales manager and another with him.
Interestingly enough, they only source applicants through Facebook, and they’ve been pretty successful in getting good hires from there.
That being said, he does admit that his process isn’t exactly a good one. Rather it needs a lot of improvement because Robert has recently witnessed what happens when he makes a wrong decision in hiring a person.
There was one employee that was very selfish and self-centered. He was someone that didn’t have any empathy, and it felt like his vision was different from the company’s.
As Robert mentioned, these were what he considered as red flags when hiring. However, sometimes, he still needs to hire them due to a few special conditions.
In my opinion, having a good HR manager is a big thing and I can say that it really helped better my company as well.
It helped clarify things such as the probationary period, a few other policies, and many more.
In SEO Hacker, we have a few of our own unique policies. Even probationary employees have government benefits, and the longer they stay, the more benefits they’ll be able to unlock.
This is the advantage of having a primarily millennial team, the whole system is dynamic, and we go with what we think works for us.
Another thing that makes working with and leading a team is that you can easily provide them with wisdom to grow on their own.
As the CEO of Revultron Distributors, Robert defines a good leader as someone who can influence a group of people to a certain directive of the leader.
Meaning if you can persuade people, then you’re technically already a good leader.
He is also someone who continuously strives to grow just like how Robert looked to equip himself with knowledge and strategies to help him manage the business that his father left him with.
Roberts growth journey is composed primarily of reading books, going to seminars, and listening to podcasts. He also expands his growth journey to his team members when given the chance.
He explains that he usually gives them authority, help them establish authority over other team members. All of this through developing a relationship based on trust. He does not micromanage so as to let them develop their own leadership style.
He also respects the learning curve of his team. Especially when it comes to learning from their mistakes.
Robert does mentorship through evaluations of his team members actions. He coaches them after the fact.
His perspective on mistakes is similar to my own. In SEO Hacker, there are only two kinds of mistakes that I do not and will not tolerate.
The first one being repeated mistakes. These are absurd. It means you either didn’t learn from the first time you made a mistake, or you didn’t count it as one.
The second one is fatal mistakes. These are the ones that make you lose a client or wound a team member.
Any other kind of mistake is allowed because it’s fine to experiment as it’s one of our core values.
You can say that giving authority basically means you’re allowing people to make mistakes in the spirit of getting better in the future. Aside from that, Robert gradually lets his leaders-in-training direct their own paths.
Another way to define a good leader is that they have a clear vision. Explaining the vision, and showing it in the goals and the efforts of the company. Use the momentum that you already have in order to push things harder.
Robert is a leader that isn’t just about the results. He looks for client relationship developments and management. Because of this, he has a pre-call and post-call with his agents.
These pre- and post- calls happen solely to align everyone in their goals. During pre-call, the goals are reiterated, and during the post-call, the agents review what has happened with their clients. It ensures unity overall.
It’s all about giving would-be leaders the opportunity to bloom and experiment on their own.
I want to reiterate the importance of having a clear, realistic vision. When a person loses his vision, they’ll go blind and thus, have a hard time navigating. The same goes for businesses. When they have no vision, they have nowhere to go. When they have muddied vision, it will be difficult to reach their destination. But when they have a vision that is clear and distinct, you’ll have an easier time achieving it.
Robert’s leadership has helped his company experienced a 34% growth in sales volume in a span of two years. That’s almost doubling the operations of his company in that same time.
Apple agrees and further emphasize the importance of letting team members try out other roles as a means of facing a new challenge for them.
As much as it makes sense, the competitiveness and the active search for the next challenge is something that Kevin has mixed feelings towards because it’s not something that always happens.
He thinks that it’s a challenge because he knows that there are a lot of people that are very passive. They would not have the initiative to request these changes and so they’ll just be waiting for the management to do it for them.
However, if you find a person that is continuously looking for more challenges, more things to do, that’s when you know that you find someone that’s worth keeping.
Those who have initiative, those who want to grow, those who want to face new challenges even though they’re not part of their job description.
Honestly, letting teammates freely look for new opportunities within the office is possible, but not necessarily easy to do.
For Kevin, keeping millennial employees from leaving isn’t just about bringing them new challenges. One thing he really values is the culture and close communication with the management.
We’ve continually provided many avenues wherein our team members can communicate their thoughts and concerns with us.
And based on his observations, those who participated, those who were open to sharing their thoughts and feelings tend to stay longer, when compared to those who were apathetic.
Connecting with our teammates on a more personal level really helps. Since we can understand what they’re going through and we’ll provide advice and wisdom.
Once you have this kind of relationship, you’ll feel as if you have developed a different yet mutual respect for one another.
Basically speaking, in order to keep millennials from leaving your company, there should be an active connection between the management and the team members.
For many businesses, this connection is relatively hard to pull off, that’s why I plan on releasing Teamstrr, a software that helps do just that later this year.
Teamstrr aims to close the gap between team members and the management by providing a means where the team can share their thoughts, what they’re thinking and feeling, to the management.
This did beg the question of whether or not sharing their thoughts is a big deal for them, the Millennials.
To start off the conversation, Kevin first stated that the majority of millennials are introverts. The majority of millennials are selfishly passionate. I believe that they’re also primarily introverts solely because of the rise of digital.
Take for example our childhood. Me and Kevin never really played with our neighbors. We had our TV, our Play Station and those were enough to make it feel like we were socializing digitally. We were cultivated to be introverts.
That being said, most introverts become sociable through the use of digital systems. This is what Teamstrr aims to solve. It is a platform where the team can share their inner thoughts.
Apple shares that the capability to share inner thoughts is something special. Some of our recent applicants share that in their previous jobs, all they do is just that. They don’t really get to talk to the management, overtime was encouraged, everything was nothing short of toxic.
They felt like they were robots.
With Teamstrr, we can make every individual feel human.
Everyone will almost always have something that they’re going through, and that can definitely spill into the workplace.
Through this tool, we can focus on empathizing with our team as well as to let them know that there is someone much like a mentor that is willing to give the time to empathize and to pray for you.
This is a big deal because these introverted millennials are not comfortable doing that face-to-face. They’d much rather post it on social media and avoid the confrontation that comes with face-to-face conversations
You can liken Teamstrr to social media where you can just post things out and people may or may not notice it. However, with
Teamstrr, you’re basically sharing, or ranting right to people who can help you find a solution.
The sharing of thoughts and feelings come in the form of two things. Fast Feedback Loop and the Weekly Mirror Report.
Basically, they’re a list of guide questions that the team has to answer.
The management then, as much as possible, replies to every one of these.
Kevin believes that the more you unlock their contentment and joy, the more they become efficient with work. They’ll be more willing to work hard, and to care more for the company as a whole.
He feels that as long as your team knows that you genuinely care about them, then they’ll return the favor.
He believes that it’s not the perks or the benefits that are part of the job that makes the team stay, it’s the fact that the management cares for them.
Another thing that Kevin pointed out is that our generation is arguably the most problematic generation to date. With the increase in parental problems, cases of depression and anxiety, addictions, etc. these millennials are genuinely looking for someone who cares.
This collides well with our point earlier that the parents of these millennials have a foothold in their lives. And yet they’re still looking for mentorship elsewhere.
Apple then shared her idea of millennials being too scared to open up to their parents because they’re afraid that they will not provide any constructive criticism to their inner thoughts. They’re looking for mentors whom they can divulge information that they can’t share with their parents.
We can’t really say that it’s the fault of either the parent of the millennial, rather it’s a gap between the communication the family.
In relation to this, Kevin introduces the importance of initiative. Much like this, when a company gets Teamstrr and just lets it be, then nothing will happen. If you take the initiative and encourage the team to fill it out, then it will start working.
To Kevin, that’s the problem. Not a lot of parents sit down and start a conversation with their children. They just wait for it to suddenly burst out of nowhere.
Another point of interest introduced by James Del Rosario is that a lot of Millennials want to be recognized. And that’s relatively true. However, recognition wasn’t really given freely in the workplace.
I remember a phrase that states “The last applause that people 80-90% of people ever get is during their graduation.”
We at SEO Hacker remedied this by adding something we like to call the claps session during our weekly meetings.
The claps session is something we do at the start of the week that we used to recognize people that had gone an extra mile to do something for their team.
We do not encourage overtime, but these people still take on the extra work because they really care for their team.
Aside from that, the claps session also helped make sure that those who are filing for leaves really need them, especially for sick and emergency leaves.
Going back, Apple further discussed about recognition as a millennial. As a note, Apple has been working with her father for the past nine years. Nowadays, she’s only working part-time, but even then, she believes that recognition is a really big thing.
It’s a big deal because, for a lot of people who work in the family business, they would usually not get a lot of encouragement from them. Everybody there expects you to work excellently because you’re the son, the daughter, or even the brother of the owner.
Recognition, and better yet, appreciation is a big thing for millennials.
Here’s the thing: People don’t want to work on a strict, rigid, limiting company who will require documents after documents and sign-off after sign-off just to make a change in a simple existing process. Startups shake their fists against this type of corporate stiffness and 90% of all startups grow to become exactly like that.
The big question is: Why?
Why do we evolve from a beautiful, fluid, fun startup into a slow, old, wrinkled brontosaurus full of corporate red tapes? How could we possibly miss the transition? Where is the thick yellow line that tells us we’re about to cross over?
People and Culture
You look at a 5-year-old startup and then you look at a 30-year-old corporation and you immediately see the difference. And yet another 25 years down the line and the startup and that corporation suddenly seems like they have more in common than differences.
If there is one thing I’m noticing now, it’s that it’s all because of the people you put in leadership. Therein lies the answer. If the leaders in your team are people who build themselves up, who grow themselves to really lead a team and not just manage and boss other people around, if they are people who have the company’s best interests at heart, if they are people who don’t need to work with supervision, I believe you could carry on that fun, energy and freedom long into your corporate years.
The main reason being: You don’t need to put in a lot of processes, a lot of sign-offs, a lot of documentation if you have an effective leadership team who are growing themselves daily.
So don’t put in a lot of effort into creating more processes, more requirements, more training materials on how to make your company more straightforward in its way of work. Rather, put that same effort into creating mechanisms that would encourage your leadership team to grow themselves and trickle that growth down to their team. Create a culture of growth, of true leadership – and that should keep your company young.
30 years down the line, and people would think that you were still a startup.