Part Three in a series on how to start designing operational processes, inspired by The Junto Institute's recent visit to Nick's Pizza & Pub and Nick's University. Part One covers the steps for an operational team that is static and stable, and Part Two for a team in transition, one that is onboarding and training new employees.
Part Two in a three-part series on how to start designing operational processes, inspired by The Junto Institute's recent visit to Nick's Pizza & Pub and Nick's University. Part One covers the steps for an operational team that is static and stable, and Part Three for a dynamic team, one that is hiring for key roles.
Part One in a three-part series on how to start designing operational processes. Part Two covers the steps for an operational team in transition and onboarding new key roles, and Part Three for a dynamic team: one that is hiring.
The JuntoIV Apprentices recently attended our class on Operations & Metrics. This half-day field trip to Nick’s Pizza & Pub and Nick’s University is always a highlight of the year. The cohort gets to actually see, touch, hear and smell (and over lunch, actually taste!) what a healthy, metrics-driven, systemized culture looks like.
Last Friday we held the latest JuntoDay learning event, a mini-conference on leadership for growth-stage companies, featuring three accomplished CEOs:
- Chris Considine - President of Onward Advising and Former CEO of Wilson Sporting Goods
- Tom Gimbel - Founder/CEO of LaSalle Network
- Adam Robinson - Co-founder/CEO of Hireology
All three shared the leadership philosophies, experiences, and practices that helped shape them as effective leaders who have built profitable companies recognized for workplace excellence. The following are three key lessons from each presenter's talk.
We're proud to share that Spikeball (J2) has landed on the 2016 Inc. 5000 list at #289. This is the company's second straight year on the list, coming on the heels of their Shark Tank appearance in 2015 and doubling the size of their team over the past year.
This summer I completed a project for which I interviewed 27 of the JuntoMentors. The purpose was to understand why they decided to become - or continue being - a Mentor in our Chicago program, and in what ways have they benefitted from the experience. It can be challenging to find startup advisors who are not only experienced but skilled as mentors; we're fortunate to have so many involved with Junto.
In 1727, a young man in colonial Philadelphia formed a group of 12 artisans and tradesmen for the purpose of mutual improvement and philosophical debate. They were the entrepreneurs of the day: cobblers, lithographers, blacksmiths, etc.
On Tuesday, August 30, founders and leaders of growth-stage companies in Chicago are invited to our next Open House to learn about The Junto Institute and our Apprenticeship Program. Seasoned CEOs and entrepreneurs interested in mentoring with Junto are also welcome.
In the early 2000s, I was meeting regularly with a friend, David Gamperl, about the idea of starting an incubator. We never got past the early planning stages, and it went dormant for the rest of the decade. In late 2010, we resuscitated the idea based on several trends and developments in the startup ecosystem that emerged post-recession.