OrlandoPreneur’s Post

If you follow our posts, you'll know that Garry Armstrong, one of Sercon's directors, is also an amateur strongman. This time, his stone lifting activities have been showcased in a piece on BBC's news channels on how fellow strongman, Calum Stott is on a mission to find England's ancient lifting stones which were used as a show of strength over the centuries. Here's Garry demonstrating the ancient challenge!

🔔 Final Reminder: Our #OctoberDeal is Ending Soon! 🔔 For every 10 fractions of any collectible asset you purchase, you’ll get 1 fraction worth €50 for free 🤝 Don't miss out on this limited-time deal – October is almost over! Need a starting point? Check out one of our top assets ⤵️ 
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Aespīre is no stranger to celebrating monumentous occasions at the New York Stock Exchange. When it's time to celebrate, let us come alongside you so all you have to worry about is clearing your calendar. #Aespire #NYSECelebration #CorporateMilestones #MonumentalOccasions #LuxuryEvents #ExecutivePlanning #SeamlessCelebrations #BusinessSuccess #EventManagement #CorporateExcellence

There’s something strange about some castles in Germany. When you take a close look at certain ones, you might wonder if they were built upside down. The tops of these castles seem to defy all logic, looking like they could tumble any second, while the bases appear much smaller and less fortified than expected. But why is this? That’s the question that we’ll try to answer today. So, let’s take a look at some of the most famous German castles that appear to be upside down. But also, let’s try to figure out why they look this way.

Tomorrow is the BIG DAY! It's an honor to have #ILTA and all these monsters of the INNOVATION ! Dawn Hudgins; Jeremy W. Burdge; Carmelo Fontana; Andrew Powell; Dan Elam; Scott Berger; Tony McKenna; Damon Goduto; Jill Schornack; Marcus Bush; Philip Bryce. #LEGALINNOVATIONITALIA

📣 Here's what Holroyd Howe have to say about our partnership:

Why the Small Details Matter: Van Halen, M&M’s and a Personal Experience Don’t underestimate the power of the small things. If a presentation features four slides, each with a different font, what other details might be overlooked? Ignoring the basics during a sales process could signal more significant issues, potentially affecting client or organizational trust. In the 1980s, Van Halen's tour contract included a seemingly trivial clause: a bowl of M&M’s with all the brown ones removed. The band would check the bowl before each concert. While the M&M’s themselves weren’t the focus, the clause was a proxy for more crucial requirements, like electrical codes and stage weight limits. If the simple request was ignored, it suggested that the more critical requirements might have been neglected too. The M&M’s weren’t important, but they ensured that the larger, vital details were likely handled correctly. This lesson extends to our professional lives. Small details can significantly impact the overall experience. Think of the small touches at a fine restaurant or hotel that leave a lasting impression. Recently, I had an incredible lunch with a colleague over Venezuelan sushi (a delightful surprise if you haven't tried it yet!). I've had the honor of leading this individual for several years and have learned as much from him as I hope he has from me. Part of our interactions involved assisting with data requests from the US federal government, which included many small but critical details. At lunch, he handed me a card with gratitude, having successfully obtained his green card. The heartfelt thanks he expressed reminded me of the Van Halen story. It underscored in a very meaningful way that even small contributions can play a crucial role in someone’s success. Thank you to my friend for sharing this milestone with me. It’s a privilege to be a small part of your journey, and I deeply appreciate the opportunity. You deserve every success that comes your way. #Leadership #FutureLeaders David Lee Ruth explains the story himself. https://lnkd.in/gtxhyUFY

love this. this only occurred to me in late 2022 when people like Brian Chesky and Elon started explicitly talking about doing what needs to be done without worrying about what the business books say about management. particularly i felt, many times, that most books that i read about management (especially The Making of a Manager) were irrelevant to the journey of a founder. I also felt like any person who has a “startup mentor/advisor” title somewhere on their linkedin but haven’t built a tech startup before is full of crap, because they were repeating all the default management 101 advice that breaks under the pressure of a startup that can still die. most management advice assumes your company never dies, because they’re by high paid managers at big corporations. and if they are written by big tech managers, they were written before the layoffs. how i’ve operated LL for the first 18 months and the following 24 months are completely different and the difference comes from this culture change and me feeling comfortable doing what my gut says is right instead of what the temporary culture of the past decade said was right

We believe we have the right experiment to test the depths of bad advice versus what could possibly be a winning organizational design. Y Combinator, if you would like to partner with us for this thought experiment, we’d be excited to collaborate. In essence, our approach is what we call the "Pulling on the Ropes" model. In this model, the middle layer is so empowered and so involved that it appears they run the company, or they at least control the outcome which, by the way, is true even in the current pyramid structure but the results are not always the best and issues are not always evident. The traditional pyramid structure evades the truth of poor communication and erosion-by-omission of the message. Half-baked information without clearly established objectives often causes middle management to misalign priorities and/or interpret the mission in their own way. In fact, this might be one of the top reasons why innovation dies. Our proposed model has the middle layer actively participating in both problem-solving and daily operations. For example, consider a hierarchy where L12 is the CEO and L1 represents warehouse staff or lowskilled entry-level employees. In this model, L6 and L7 are the key middle layers, reporting and collaborating specifically on knowledge gaps and comparing notes. Middle management is now divided into two legs: one leg focuses on long-term thinking, tackling unexplored challenges, and creating new opportunities while enabling teams to do their work. The second leg focuses on execution, creating magnificent products or invaluable services, innovating on behalf of the organization, and conducting research freely on topics that align with organizational goals. This model allows each layer to know exactly what they need to do, deliver, and achieve. The unique skill sets within each layer facilitate smoother transitions, and there are even possibilities for skipping layers when necessary, such as during escalations, impacts, or promotions. We call it "Pulling on the Ropes" because the middle layer can now pull closer any layer that they believe is not delivering correctly or is strategically more relevant. For instance, during growth phases, every worthy thought experiment (with or without Qrious Ventures) can be pulled closer, and the middle management can then guide teams towards the new mandate. Conversely, during challenging periods, every new idea to improve operations can be pulled closer and streamlined for implementation across the organization. Please feel free to reach out at Queries@QriousVentures.com if you’d like to brainstorm further on this approach or run experiments together. We are new and we want to earn your trust. We apologize that our website is not up and ready right now; we are working toward launching it soon. In the meantime, the email address works, and so does this form. Please share your expectations with us so that we can prepare better. Thank you for taking your time. - Qrious Ventures

Good read. The best part is the last note by PG. Founder mode, as everything else nowadays, will become a trend and also an excuse. Looking forward to "Founder mode consultants". P.s. One more thing. The casual "thank you" at the end for some random people like Elon Mask for reading early draft :)