The National: Fashion Coat

(Via Rachel Sklar)

Scaling Instagram Out Of A Coworking Space

Instagram Magic
Instagram Wave
Twitter ---> Instagram ---> FoodSpotting

Image by exoskeletoncabaret via FlickrI was reading this story on Mashable, and the paragraph that most got my attention was this one:

So, Krieger, a former UX designer at Meebo with admittedly no experience scaling a startup, walked around the Dogpatch Labs coworking space in San Francisco — the locale of Instagram’s first office — and queried other startup founders about what to do. Officemates suggested that Instagram move its service to Amazon Elastic Compute Cloud (EC2).

Instagram was in a General Assembly like place. Wow. That should not surprise me. But that part of the story is really inspiring. All those startup folks laboring in all those many coworking spaces should take heart. Big things are possible out of crowded coworking spaces.

Arugula

Image via WikipediaArugula has knocked off Brazil as the top searched term at this blog. As in most people who search for something and end up at this blog search for the wonderful "arugula."

When "Brazil" took the crown I am like, wait a minute, I love soccer, but this is not a sports blog. Now I am alarmed all over again. I don't want this to end up a food blog.

This is a tech blog. Technology and business. How do I steer it back in that direction?

In Brazil's case I took care of the "problem" by writing many many posts about Brazil's economy. And I did some country study posts on Brazil as a potential country to go into for my microfinance venture.

But I don't know what to do with arugula. Houston, we have a problem.

Arugula And Location Patents
Brazil: Sao Paulo: Photos

I think I need to blog about FoodSpotting less often. Google by now thinks I have a food blog.

Is Square A Microfinance Company?

I am watching this video and I am thinking, is Square a microfinance company? Is Square like microfinance for white people?

Think about it. People use Square for micro transactions. I have lost count of how many times I have heard Jack Dorsey make his cappuccino example.

Square just made my list of Stuff White People Like.



Jack Dorsey And I Were At Columbia Yesterday Evening
Jack Dorsey Also Has A FinTech StartUp

Jack Dorsey And I Were At Columbia Yesterday Evening

I did not even realize until after my event was over. We were at two separate events. I was at the Eric Ries event. I spotted Sree while I was there.

To You I Offer Buddhism And Yoga

Image via WikipediaMinority Majority Nation?
Gender Talk And Pragmatism

TechCrunch: What’s The Most Difficult CEO Skill? Managing Your Own Psychology.: By far the most difficult skill for me to learn as CEO was the ability to manage my own psychology. Organizational design, process design, metrics, hiring and firing were all relatively straightforward skills to master compared to keeping my mind in check. Over the years, I’ve spoken to hundreds of CEOs all with the same experience. Nonetheless, very few people talk about it, and I have never read anything on the topic. It’s like the fight club of management: The first rule of the CEO psychological meltdown is don’t talk about the psychological meltdown. ....... this is the most personal and important battle that any CEO will face. ..... no CEO ever has a smooth path to a great company. Along the way, many things go wrong and all of them could have and should have been avoided. ..... If CEOs were graded on a curve, the mean on the test would be 22 out of a 100. This kind of mean can be psychologically challenging for a straight A student. It is particularly challenging, because nobody tells you that the mean is 22. ...... At a certain size, your company will do things that are so bad that you never imagined that you’d be associated with that kind of incompetence. Seeing people fritter away money, waste each other’s time, and do sloppy work can make you feel bad. If you are the CEO, it may well make you sick. ....... Every problem in the company was indeed my fault. ....... Being responsible for everything and getting a 22 on the test starts to weigh on your consciousness. ....... CEOs often make the one of the following two mistakes: 1. They take things too personally 2. They do not take things personally enough ...... Ideally, the CEO will be urgent yet not insane. She will move aggressively and decisively without feeling emotionally culpable. If she can separate the importance of the issues from how she feels about them, she will avoid demonizing her employees or herself. ...... In your darkest moments as CEO, discussing fundamental questions about the viability of your company with your employees can have obvious negative consequences. On the other hand, talking to your board and outside advisors can be fruitless. The knowledge gap between you and them is so vast that you cannot actually bring them fully up to speed in a manner that’s useful in making the decision. You are all alone. ....... asking oneself anything 3,000 times turns out to be a bad idea ...... if you don’t like choosing between horrible and cataclysmic, don’t become CEO ...... Make some friends ..... it is extremely useful from a psychological perspective to talk to people who have been through similarly challenging decisions. ...... Get it out of your head and onto paper ..... I wrote down a detailed explanation of my logic ...... Focus on the road not the wall—When they train racecar drivers, one of the first lessons is when you are going around a curve at 200 MPH, do not focus on the wall; focus on the road. ........ A Final Word of Advice – Don’t Punk Out and Don’t Quit As CEO, there will be many times when you feel like quitting. I have seen CEOs try to cope with the stress by drinking heavily, checking out, and even quitting. In each case, the CEO has a marvelous rationalization why it was OK for him to punk out or quit, but none them will every be great CEOs. Great CEOs face the pain. They deal with the sleepless nights, the cold sweat, and what my friend the great Alfred Chuang (legendary founder and CEO of BEA Systems) calls “the torture.” Whenever I meet a successful CEO, I ask them how they did it. Mediocre CEOs point to their brilliant strategic moves or their intuitive business sense or a variety of other self-congratulatory explanations. The great CEOs tend to be remarkably consistent in their answers. They all say: “I didn’t quit.”

To Catch A Dollar