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Who else is inside your entrepreneurial head?

June 17, 2010 / Sri Srikrishna / 0 Comments

: Image by Kanpeki Yume via Flickr

Seth Godin recently wrote a post titled “Is this noise inside my head bothering you? ” about the many voices that operate inside our head. Seth characterized the voices in roles varying from an artist to a zombie. Terri Lonier, author of the Working Solo newsletter, added a time component of the past, present and the future in her response “Who’s inside your head?”

This naturally lead me to think, “Who else is inside our heads?” Here are a few characters you are likely to encounter daily, mostly from your past.

Your parents A great deal of how we think about things, has been formulated at the parental knee, the family dinner table through all those years you spent at home. So when you find yourself agonizing over “I’ll never be able to get it done” or “I’m just going to have to hold firm, if I am to get what I want” this may be the voice of your parents (or teachers). As with all humans, they were likely right, about as often as they were wrong. So recognizing when you are playing a parental script versus when you are consciously thinking things through is important.

Your managers Most of us have had the good fortune of having worked for one or more great managers. And all of us at one time had that manager from hell – maybe not pointy-haired – but close enough. So when we deal with people particularly and problems that arise with the powers-that-be, its likely our managers turn up in our heads.

Your hereos We’ve all been faced with tough choices. Be it walking away from an ethically challenging situation or having to make a hard choice between work and personal life or letting go of a co-founder. The more honest among us ask out loud “What would ____ do?” fill in with your favorite hero – Jack, Steve, Gandhi or Jesus.

As entrepreneurs we’d like to believe we are smart, motivated go-getters and we likely are. But knowing that many a times we come up with an answer, it’s worth reflecting who’s voice it is we are hearing.

Can startups afford work-life balance?

June 14, 2010 / Sri Srikrishna / 9 Comments

Image by SeeMidTN.com (aka Brent) via Flickr

Is work-life balance an oxymoron for startups?

Many people would suggest – Jack Welch comes to mind – that you are either successful or have work-life balance – and he wasn’t even talking about a startup!. So does this mean as a cash-strapped, competitor-chasing, crew-challenged startup you have no option but to give up your life till you reach some major milestone? To make matters worse, said milestone may each quarter either appear to change or move further away.

Yet others – such as the crew at 37signals and FogCreek software – strongly advocate fewer working hours and working smart. For many of us struggling in the trenches this may sound like Warren Buffett telling us “Money doesn’t buy you happiness.” Yeah right! We’ll believe it once we’ve have made some money!

An equally important question to ask is can you afford to not have work-life balance?

So can startups and entrepreneurs achieve work-life balance? And if so how do they do it?

My own experience is that it depends. It depends on what we mean by work-life balance and the choices we make. The extremes are easy to identify and agree upon.

You haven’t let your office for four nights, can’t remember when you last had a non-pizza meal and can’t recall the name of your first born, or if single, when you last called your girlfriend | mom ][pick your loved one]. And this is when there isn’t a crisis at work. You probably have only work (and likely no girlfriend).
If you clock in by 10AM (you have “flex” hours) – are out each evening by 455PM, take your lunch diligently between 12PM-1PM, and turn off your phones on Friday at 6PM, you are in the wrong place, working in a startup or even in a job!

But reality each day rarely appears in one of these two extremes, but in a whole slew of gray areas.

In a startup context, to me, work-life balance can be achieved by moving the goal posts to a realistic settings with two simple steps. I can hear some of you saying that’s cheating, but aren’t all successful startups about changing rules and sometimes definitions themselves?

15-day to 30-day cycles Measuring and working towards a semblance of balance over a longer period such as a month or week (depends on whether you have kids, girlfriends or other commitments). Simply put, be they chores such as doing your laundry or paying your bills, even filing your expense reports (all stuff I continue to have problems with) or having a life such as calling Mom or going on a date (one that’s prepared to be flexible) set a frequency – I will do this once a month or twice a month. So rather than beat yourself up, that you haven’t called your mom (which you can never do enough of, according to her) or paid your bills, because you are so busy you know that at any time you are unlikely to be more than a month/week/fortnight behind.

Emergencies – make the right call in emergencies – that means family/friend/life comes first in an emergency. As a startup you intuitively rush to a client, when they have a line down (or these days cloud down) situation, spend the four days/nights to get the application/system/production line back up or ship two guys to a small village in Japan. Similarly when the “done” deal seems to be slipping away at the last minute you spare no effort to get it back – regardless of the debasement required. Use the same judgement or gut call, when your spouse calls to say the kids running 102, or your best friend’s in a bad car accident or your dad’s having chest pains. Don’t Blackberry, multitask or manage – drop the other stuff and get over there. Your startup will manage, your employees/partners would better appreciate you and your actions will speak louder than any number of TXT messages or emails to your family/friend/life!

Now quit reading this blog and get back to busting your rear – you are in a startup Joe!

Are you a failure if your startup fails?

June 9, 2010 / Sri Srikrishna / 19 Comments

: Image by F33 via Flickr

“Son, businesses can succeed or fail. Because your business fails doesn’t mean you have failed!”

My father said this to me, one evening as the two of us sat down to discuss how the startup I headed was doing.

For a little over four years I had been running my startup. Months after we got started, the dot-com bubble peaked and burst. We had also chosen a technology, that everyone felt would not take off despite the initial hype. Our two nearest competitors where both American companies – one, also a startup, that had raised about 100 times more money than we had and the other a listed company with well over a 1000 customers. We’d over committed to the first three customers we’d acquired – miraculously in three different continents – and ultimately failed to deliver outright or were so late as to be not useful for the customers.

We had borrowed money from the bank (another of my father’s favorite piece of advice – debt is a good thing) and from family including my father. Just the previous year, we had to cut back on a rather ambitious – and poorly thought out – plan to design chips and keep our focus on software. We also had to let go nearly fifteen people, whom we’d hired in a burst, without much attention to culture fit, while persuading the people who remained to take 10-20% pay cuts with no commitments on when these cuts would be reversed.

This was also a time when I was commuting – spending two weeks every other six weeks in Bangalore, whilst my family lived in California. So between hotel rooms and my sister’s house, I spent many a night tossing and turning, worrying how we were going to make payroll that month and not sure if we’d ever turn the corner.

To add to the pressure, the senior staff, who’d been putting in 10-12 hours a day were buying first cars or homes incurring debt, getting married and now had spouses who now wondered what they really did. Once when we had to send a key engineer to a customer site overseas, we packed his new bride with him – so that they are not separated within weeks of their wedding! We’d had actually celebrated with a cake, when the company made its first million in revenue but ten minutes later had to dash off to dampen new fires.

This story did have a good ending. Despite ourselves we turned a small profit in year five and a real one in year six. We sharpened our business focus and were gaining traction. Newer challenges emerged as pricing pressures drove deal sizes down, competitors were gobbled up by customers in some instances and the market adoption was slower than we anticipated, and the payroll bill continued to grow each year. Whilst my partners and our immensely committed employees along with some luck, brought us to a successful and profitable M&A conclusion, it was my father’s words that kept me going.

“Son, the failure of your company doesn’t mean you have failed.”

Are We Celebrating India’s 10,000 Entrepreneurs

May 14, 2010 / Sri Srikrishna / 0 Comments

Photo ˙Cаvin 〄 via Compfight

“What does Anand Mahindra winning the entrepreneur of the year award mean?”

I hadn’t realized the same question had also been lurking in my mind until my friend raised it. Before I could really wrap my arms around the issue, he continued.

“Does it make sense, that in a nation of a billion folks, and likely a million plus businesses, that the leader – even one as successful as Anand Mahindra – of a 65-year-old company wins the entrepreneur-of-the-year award?” he asked. “You would think they would be able to find a smaller, up and coming company.”

And this came from an ardent admirer of Anand Mahindra. It set me thinking – never a good thing on a Monday morning.

Mr. Mahindra has many firsts and successes to his credit, be it his magna cum laude from Harvard, his growing the family business into a global powerhouse in tractors or his leadership of corporate India whether at Davos or on twitter (@anandmahindra).

A little further digging into (yep, I Googled) the entrepreneur of the year award revealed that previous winners included Kumar Mangalam Birla and Ratan Tata, both leaders of multi-billion dollar businesses founded by their grandfathers.

To be fair, the judging criteria of this particular award included global impact and leadership in addition to the standard business metrics. Past winners also included first-generation entrepreneurs N.R. Narayana Murthy of Infosys and Sunil Bharti Mittal of Bharti Airtel. Yet some others stuck in my craw.

It was around this time, that I got a call inviting me to speak at an entrepreneurial event called “Unpluggd” (no, it did not involve any acoustic guitars). Unpluggd was billed as a different event, namely one featuring only practicing entrepreneurs sharing their experience with an audience of entrepreneurs.

I am glad that I let myself be persuaded to speak at the event. I learned more from the other speakers and the more than 200 attendees – most of whom were practicing entrepreneurs – than they likely got from anything I said.

The first and foremost takeaway for me was that entrepreneurship, not merely of the tech variety but of every kind imaginable, is thriving in India. And entrepreneurs are getting started at ever-younger ages. A majority of the attendees were under 30 (Yes, I asked).

It was the audience that made this event electric for me. A fair number of the attendees came from engineering backgrounds, though some graphic designers and finance folks were also present. Most were already running a business full time with a couple having even scaled to more than $1 million in revenues. If there was an area that could have been improved, it was that less than 15% of the attendees were women. Then again that’s probably higher than the percentage of women CXOs in the BSE 500.

The speakers included folks running businesses ranging from corporate hospitals, online bookstores, mobile phone apps, bus-line ticketing and even a restaurateur. All of them were first-time entrepreneurs that spanned the funding spectrum – from completely bootstrapped, through angel-funded all the way to venture capital-funded. Most of the other speakers were yet to hit forty (I was a notable exception) or even thirty-five. The stories – and dare I say wisdom – that some of these folks shared with total candor and very little jargon was refreshing. And this was just one Saturday in Bangalore.

With Open Coffee Clubs, Saturday Startups and The Indus Entrepreneurs (TiE) events, there are signs of an entrepreneurial revolution brewing in India. And these are just the visible urban, mostly technical or professional group of startups. At the National Entrepreneurship Network (NEN), we’re helping thousands of students start businesses each year (full disclosure: I work at NEN), many of them in India’s Tier 2 and Tier 3 cities.

Meanwhile in Ajmer, Rajasthan, in Panruti, Tamil Nadu, in Shillong, Meghalaya, in Wardha, Maharashtra and many such places, young people are pursuing their entrepreneurial dreams. The story of these yet-to-become Karsanbhai Patels and Sunil Bharti Mittals, their experiences and journeys need to be heard, shared and re-told.

The mainstream media is far too busy celebrating the already arrived, regardless of how late they got there. As a mentor remarked, we should quit looking into the entrepreneurial rear-view mirror and look forward to the road ahead.

All too often we hear that only Bollywood and cricket sells in India. But there are other sports and stars – be it our chess champions, our women boxers, snooker kings or trap shooters, not to mention our hockey and football teams. It’s also important to recognize that there are a million entrepreneurs struggling and thriving, not only the billion-dollar barons who seem to hog the printing ink.

Nasscom’s product conclave and several other nascent entrepreneur forums are a small step in the right direction. India needs its own version of the Inc. 1000 to recognize, encourage and celebrate its toiling entrepreneurial masses. We could call it the “India 10,000.*”

I am sure Mr. Mahindra would agree with me.

A shorter version of this article first appeared in Wall Street Journal in May 2010.

postscript
Two years on, after I first wrote this article, NASSCOM launched their 10,000 startups program in March, 2013. NextBigWhat, organizers of Unpluggd have themselves partnered with NASSCOM.

Dedicated startup sites, including YourStory.com, NextBigWhat and startup-focused weekly coverage have arrived at all major business papers, including, Economic Times, Hindu Businessline, and Mint.

Getting rid of our Sir-ji culture

April 12, 2010 / Sri Srikrishna / 4 Comments

Photo Credit: Alex E. Proimos via cc

“Saif sir and Shah Rukh sir, I appreciate your question…”

I had turned on the television soon after getting home from work in the hope of wiping out a rough day. The FilmFare awards — Bollywood’s tribute to its own – were on. The speaker was Neil Nitin Mukesh, an up and coming heartthrob in Tinseltown. He was addressing superstars Shah Rukh Khan and Saif Ali Khan, the comperes for the awards ceremony.

The two Khans, in an attempt to inject humor into the proceedings, were posing questions to other actors in the audience. Those questioned, in turn, were expected to respond with creative insults, tongue-in-cheek, to the two Khans — all in good humor.

Shah Rukh is in his mid-forties and Saif, I suspect, just turned 40. Wikipedia tells me Neil Nitin Mukesh is 28. When I heard Neil speak, it made me stop and wonder why a grown man was addressing the two Khans as “Sir.”

My first thought was that it was the sheer inadequacy of the English language. In Spanish there is usted — a respectful form of you. And of course nearly every Indian language has the Hindi equivalent of aap — a pronoun reserved to demonstrate respect to someone senior, elderly or even, at times, a respected colleague. The use of these forms, from Bhojpur to Chettinad, is rarely about status or inequality but largely about courtesy and culture.

But there remained a niggling feeling: What if this is not a linguistic shortcoming but something deeper?

I shared my theory the next morning with my two business partners, who were actually working instead of wondering about Bollywood’s sociological makeup. I felt that the movie industry was far too hierarchical. Even Shah Rukh, at the same event, referred to Mani-sir (Mani Ratnam, the award-winning director). And, I asserted, this was emblematic of Indian society at large: far too much groveling and far too little respect.

To their credit, my partners argued in reasoned tones that it was language rather than any feudal attitudes or the need for social debasement that lead to the use of the word “Sir” when addressing an industry peer. They went on to propound their own theory — by which time you can be sure all pretense of work was done away with — that this is likely an urban phenomenon.

Did not most Tamil folks in Chennai use “Sir,” abandoning the more archaic (and potentially feudal) “ayya,” they argued. The Tamil movie industry, too, is rife with Rajni-sir and Kamal-sir, though I wasn’t sure if that bolstered their case or not. By that point anyway they had returned to doing real work.

What is my gripe with “Sir,” you ask? Yes, it is perfectly serviceable for class 8 students to use it when addressing their English or even their Hindi teacher. Possibly it works for the maitre d’ at a fancy Euro restaurant since his snooty attitude does away with any illusion of who’s the master.

Any other time, there’s far too much of the servile tone of a colonial job applicant imbued into “Sir,” which 60-odd years of Babudom have only cemented further.

Spend an afternoon sitting in a bank manager’s office, on a manufacturing shop floor or in a police or income tax commissioner’s office and you are likely to encounter “Sir” enunciated in every imaginable accent. If you have been in a hospital, you can’t but help see the doctors get their share of “Sir,” many a times as “Dr.-Sir.” Even within the information technology industry — despite its global exposure and purported performance-based culture -– deference, at times even subservience, follows the “Sir.”

I am by no means advocating the use of first names alone. When my good friend, college buddy and now nearly-50 year old university professor tells my 12-year-old to call him by his first name, I will be the first one to admit that I am not at all comfortable. I’d rather my daughter call him Uncle Jaap. Yet when 25-year-old engineers address me as “Sir,” I squirm. While I choose to think that half the mails I get addressing me as “Sir” have merely misspelled my first name, I know I am fighting a losing battle.

I’d like to imagine that borrowing the good old Hindi suffix “ji” — or for those of you opposed to Hindi dominance, the Japanese suffix “san” — would do away with “Sir.” And create a work culture that’s respectful without having to be deferential or, worse yet, servile. If the central government ran a contest for a Hinglish term to replace “Sir,” I suspect it would find more support and takers than trying to come up with an international symbol for the rupee. And, for sure, it’s likely to do far greater good – for a whole lot more people – than a rupee symbol will.

This article first appeared in the Wall Street Journal online as To Sir Without Love.

Be Forgiving – Lessons from my dad

March 7, 2010 / Sri Srikrishna / 6 Comments

“Look at the boy – short & dark. He wants to go places and thinks too much of himself.”

Photographs of my dad taken in his mid twenties, still show him slim as a teenager. The pictures show an intense lad with twinkling eyes. In his wedding pictures with his kohl lined eyes he cuts a dashing figure. By the time he got to his early forties he is at his most suave – despite the long, hairy sideburns, that make him look like a young Isaac Asimov! However my father, I suspect, always felt a little self conscious about his complexion and height. So when his uncle said these words he was cut to the quick.

My father had lost his own father when he was barely fifteen. With a widowed mother, a still in high-school elder brother, two younger brothers and a younger sister, my father did not have it easy. So he came to city, barely 16 to seek help from his father’s brother. His uncle had already made it big at an insurance firm and with no children of his own had few other commitments. On the day my father had finally picked up courage to ask his uncle for help to pay for college, is when this incident happened. It was a typical, sultry afternoon in Madras (“the city”) and his uncle was sitting in a large swing in the central hall of his house, gently swinging himself after lunch as he received some visitors. My dad had laid down in one corner of the room, to get some sleep. The stress of working up his courage to ask for his uncle’s help,being declined and the hot afternoon had all rendered him half asleep.

My father may have nodded off, but these words certainly woke him up and they rankled. Forty years later, as my dad narrated this incident to me, he recalled that his first thoughts were “I’ll prove to this man what I’m worth. Who the hell does he think he is?” Of course, he continued to pretend that he was asleep and said nothing to his uncle that day. Less than two weeks later, with a friend’s help, he “ran away” to Delhi, traveling on a free 3rd class servant pass that 1st class passengers got. Only his mom knew where he had gone.

Less than two years later, my father returned – a year in Delhi and an eventful one in Shimla had instilled great confidence in him, some money in his pocket and a steady job and paycheck as an auditor in a reputable chartered accountant firm. And all this with just a high school diploma and an apprenticeship. He headed straight to his uncle’s house, eager to flaunt his new found success.

“The moment I entered my uncle’s house and saw him, still seated on that swing – I was taken aback. He had aged so much in the two years!” My father’s voice quivered at the recollection. “He was a mere shadow of his former self. I was ashamed, that I had even thought of telling him off – of having actually looked forward to showing him how wrong he had been about me. I felt really small and petty minded. I didn’t say any of what I have thought of saying.”

It was in that moment that my father had the realization, that he shared with me, all those years later.

“Success is fleeting. Don’t carry a grudge and be forgiving.”

Photo by Taariq Hendricks on Unsplash

Are Marketers Leading us off a Precipice?

March 3, 2010 / Sri Srikrishna / 0 Comments

Photo Steve and Sara via Compfight

We’ve all heard the story of the boiled frog. The one that’s so comfortable in a pot of water, that’s being slowly heated, that it cooks to death. Wikipedia claims that the scientific evidence for such a boiled frog scenario is contradictory at best. But the metaphor’s worked well enough for innumerous editorial writers, from the Cold War to climate change. In keeping with this hoary tradition, I’m compelled to warn of an impending doom – my own personal amphibian aquatic tipping point – that is close upon us.

It is one, alas, that is perpetrated, aided, abetted by marketers.

I speak not of Lady Gaga or boy bands (though they are bad enough, I can tell you, as the parent of two teen girls) but of nothing less than the beginning of the end of Indian civilization. And if we fall, can the rest of the world be far behind?

I know that for at least several thousand years, since the start of the Kali Yug, we have been proclaiming the fall of Indian civilization. More recently, the tearing down of the Babri Masjid, the riots in Gujarat and weekly news of the Naxal attacks in middle India seem indicative of an imminent civilizational demise. And I am sure that between the Shiv Sena, the MNS, and the Telengana agitators – along with their lesser known brethren from Assam to Tamil Nadu — various people of dubious motives are busy chipping away at the edifice of what our ancestors have built.

Yet, as an optimist, I have not let any of this even bother me, let alone drag me down.

Not a bit. And here’s why. First, we now actually have an identity of being Indian rather than merely Madrasis or Gujaratis or Thakurs from Ballia! This is in itself worth celebrating. And more than Akbar or the British Raj, it is Bollywood, cricket and Pakistan that have been the primary contributors to the creation of this new pan-Indian identity.

Yes, we attack one another, at times kill a number of our fellow citizens gruesomely and get away with it as well. I’d argue, though, that we are doing this at much lower rates than we have historically.

Of course, the trucks plying our highways continue to kill far more people with far less provocation. We possess a unique ability to be rude to one another while driving or jostling in queues. The need to grease palms for nearly anything may even be growing. Our public spaces are littered with garbage and graffiti. Our parks, such as they are, are encroached on by politicians. Our rivers, despite the reverence we allegedly hold them in, are polluted.

But these are all problems that can be fixed. We still keep our homes clean, we continue to show respect to our elders in private and at times in public. We believe education is important as is saving for the future. We continue to volunteer to help the poor, the needy and the very many who are challenged one way or another. We have a newfound confidence in ourselves, in our identities as Indians. We are, in many ways, irrepressible.

All this had kept me hopeful about our continued growth and prosperity.

Repeat: Had.

The first time I saw six young lasses sitting in a circle at the local mall, each texting or talking to someone who was not in the circle, is when I glimpsed the beginning of the end. Soon it seemed that at no occasion were people, not merely youngsters, ever in the present. Be it at the movies (“Hello, I’m watching My Name is Khan…”), a classical music concert or even at dinner at a restaurant with their family.

Marketers, the same people who have caused the littering of every corner of our nation with the detritus of one rupee plastic sachets, have gotten the water boiling.

I realized it when I saw the invasion of flat panel advertising in every remaining social space. Be it the local Cafe Coffee Day, Chinese or Punjabi restaurant and, oh no, my local hole-in-the-wall tea stall. Finally, even eye contact, which was the only thing left after the cell phone onslaught, has been done away with.

So you have a family of four, the wife on a call with her friend, the boy busy with his iPhone, the girl watching Katrina Kaif slithering across the screen and Dad trying hard not to drool, even as he keeps an eye on his Blackberry.

The out-of-home advertising flatscreen. God help us all.

3 Steps to Improve Our Hiring Situation

January 29, 2010 / Sri Srikrishna / 0 Comments

“Can you please talk to my father? I had just finished explaining the offer of a full-time job we were extending to one of our contract engineers.

“Your father? Why?” I asked.

“That way I can honestly tell my friends, who want me to take another job, that my father insisted that I take this one.”

Despite the decade long boom, mini-busts and other bumps along the way, the Indian information technology job market and prospective employee behavior has remained as consistent and confounding as ever.

The recession helped managers find better candidates given the overall market slowdown. Now, the challenge of candidates who’ve accepted your offer actually showing up is likely to reappear. It almost seems as though we have a cultural inability to handle the simple matter of accepting a job or quitting one in a forthright manner.

A hundred years ago the nationalist poet Subramanya Bharati wrote of domestic help and the stories they’d make up for absenteeism: “It was the 12th day since my grandmother’s death” and “there was a scorpion in the rice bowl and it bit me with its teeth” were two of the more outrageous – some say creative – excuses.

Present day job seekers (and changers) have dwarfed Bharati’s imagination with their far greater range of reasons for quitting or not joining after negotiating — often hard — for a better deal.

“I want to work only on communication systems” (or Java or some other flavor of the month.) This from a boy who can barely spell his name. Or, “I plan to go to business or graduate school.” Those are among the most common (and rarely truthful) reasons I’ve heard.

Two of my perennial favorites, even when not true, resonate since they build on the cultural reality of the family’s still influential role in a candidate’s career decision.

“My (future) father-in-law wants to me to work for a multinational corporation” or
“My father wants me to join the family business.”

Of course, none of this can hold up a candle to the candidate who just plain disappears. Emails are not responded to, phone calls are not returned and old-fashioned registered mails are returned undelivered.

Talking with folks who work for us and with peers elsewhere helped identify a number of reasons for this behavior.

“I felt they’d pressure me and I wouldn’t be able to say no.”
Or, “I didn’t want to lie, which is why I didn’t return the calls.”
Or, “I had another offer and was just shopping.”
Or, “I was too embarrassed.”

A surprisingly large number of reasons seem to be about a prospective employer not losing face or potential dire consequences with their present employer. Which makes me wonder about our hiring practices!

As a reader of a previous column suggested, rather than merely wring our hands, here are three things I feel each of us can do to change this.

Talk about it with the folks you interview, with your employees and hiring managers in your company and with your peers in other companies. While all of us have moaned about it to others, moaning is not talking. Talking about it makes it easier for all to admit we have a problem and to begin discussing ways to solve it: through greater visibility for hiring managers and HR folks and greater comfort for prospective candidates or resigning staff.
Having a simple script that emphasizes the need for honest and full disclosure and committing to your part of it, as an employer, is a great place to start.

Rope in colleges & recruiters The sooner we catch ’em the better. Sharing expectations and observed behavior with colleges and headhunters helps bring on board folks who have a stake in the outcome. They can influence the candidates a lot sooner. Much like interviewing or presentation skills, how to handle an offer or to decline one can be discussed with — if not taught to — job candidates who, all too often, rely on their peer group. In the Indian context, I’d extend it to building bridges with the families of your employees in a sensitive and non-patronizing manner.

Don’t contribute to it How often have you pressured a prospective employee to come on board right away? To buy out their notice period or even to renege on their commitments to a current employer or prospective alternate employers? Quit doing that and we’d have taken a small step towards a better – OK maybe not better — but more predictable and professional staffing scenario.

This article first appeared in the Wall Street Journal as My Father-in-Law Wants Me to Work for a MNC & Other Fables online.

Entrepreneurship in India – Rules for Spectators – Part 5

January 24, 2010 / Sri Srikrishna / 0 Comments

Image by Ravages via Flickr

Entrepreneurship 2.0

What should all of us who care about entrepreneurship and helping it thrive in the Indian milieu do? There are three simple steps I believe we can take.

Story telling Collect and disseminate stories of entrepreneurial success at every forum and opportunity. Blog about it, write it up in a newspaper, share it at meetings. Just as the story of Dhirubhai or Karsenbhai inspires, stories such as Girish’s or Balan’s can ignite others to follow them. We need more stories of success, small and big, to make entrepreneurial success a realizable dream for more Indians. Every time we read a story of someone who’s made it big, we better find and tell stories of five others who have made it small. Demand that our newspapers and magazines celebrate the little guy as much as they do the big guy.

Encourage During and just after the Kargil war, there was a spurt of public appreciation for soldiers and the men (and women) in uniform. Even today when I travel in the USA, I see strangers walk up to soldiers in uniform, in airports or shopping malls, and thank them for doing their job. When was the last time we did that with any entrepreneur or business owner? The gentleman who runs the tyre shop with its six employees may well be tomorrow’s Kishore Biyani with the right breaks. Ask how their business is doing, listen to their story and appreciate them openly and explicitly.

Educate Each of us has skills that if we share with entrepreneurs will help them get ahead. It could be teaching them how to raise capital, hire senior staff, make better presentations, manage their cash flow or land major accounts. This education is best accomplished by doing. “Show – not tell!” as good writing coaches say. We can do this even by creating forums for bringing entrepreneurs together. Just by sharing each others experiences they can learn from one another and most importantly gain the insight that they are not alone.

Now as three of us embark on our latest entrepreneurial journey at Zebu, we are once again those little guys starting out (though not in a garage but in a small house). I know we could certainly use all the encouragement, education and story telling to stay the course.

Entrepreneurship in India – Rules for Spectators – Part 4

January 19, 2010 / Sri Srikrishna / 4 Comments

LOS ANGELES, CA - JULY 24: A 'Drive Thru, Ope...

Image by Getty Images via Daylife

Rubber meets the road

In early 2004, in its fifth year, our first startup broke even. I recall us making plans to finally buy decent ergonomic chairs for our committed and long-suffering employees. The demands of growth and the challenges of cash flow made sure we never got those new chairs. Yet with more clients, more visitors and greater travel by our staff, we ended up hiring a car and driver on a monthly basis. The same people who’d send us a cab for the airport trips now sent a car and driver who’d be at our disposal all the time, for a flat monthly fee.

Balan^* was the driver and in my first trip to the airport I learnt that he owned the car we were in, and he was a sub-contractor to our regular rental car supplier. Over the next two car rides, I picked up his story – high school drop out, set out driving an auto (that he’d rent on a daily basis), then worked as a driver in a company, before saving enough money to buy his first Indica. Now he owned two cars, drove one himself and had another driver on his payroll. He sub-contracted for a number of folks who had small fleets and one day hoped to build up his own fleet.

Last week I got a call from Balan. He was calling to introduce his nephew, who’d just graduated from college. Balan’s fleet has grown from the two Indicas to two eight cars now. Despite the recession his business had thrived and he’s effusive in expressing his gratitude for us giving him a leg up with our steady business. At a time when even basic services such as barber shops and restaurants were seeing customers cut back on their spending, that fact his business had grown is testament to his drive and what Ram Charan terms “business acumen.”

The town and the gown

Once we sold our first startup in early 2006, I have had the time and opportunity to consult for friends and several clients to help with their businesses. These have all been college-educated, entrepreneurs – ranging from manufacturing (electrical gear), distribution (music to mobile phones in Class B towns), software products to training services. In many instances, Prasad the barber, Girish the restaurateur and Balan the fleet owner, have a far clearer sense of where their businesses stood, who their clients were and where they made their margins. And these were the folks without the college (or even high school) degrees. Yet both groups of entrepreneurs are successful and struggling with common questions – from the strategic, “How do I grow my business?” “Should I grow my business?” “How do I raise capital?” “Should I take on debt or do I dilute equity?” – to the tactical decision making on hiring, pricing, marketing and promotion.

Academicians who study entrepreneurship make the distinction between voluntary (those who make a choice) entrepreneurs and those that fall into entrepreneurship, without a choice. Most entrepreneurs that get formal funding or the media mostly talks about belong to the former voluntary group while folks who go into their family businesses or traders and micro-entrepreneurs fall into the latter, involuntary group.

Yet both these groups have far more in common, particularly when it comes to problems they face and mistakes they make. Much like parenting, most entrepreneurship involves learning on the job. While reading up about parenting (particularly in my case about adolescent behavior) will help, it only takes us so far. Grand-parents (for people) and consultants (for businesses) help speed up the learning and avoid the most egregious mistakes, but nothing can replace the learning that experience brings. Yet the journey to achieve such experience need not be as stressful and lonely as it sometimes seems.

K Srikrishna