JuntoBlog

Throughout my time at Junto, I've facilitated, attended, and participated in dozens of sessions where job descriptions were a topic of discussion. As an outcome, I have come to believe that job descriptions have two main functions.

Recently one of our Apprentice companies asked their Mentors a question on compensation structure, specifically comparing the benefits and challenges of bonuses versus profit sharing. This question was asked in a Mentor Team Meeting, which we run like an advisory board, and is attended by the Mentors matched with the company based on their needs upon enrolling in the program.

“Appreciation is a wonderful thing. It makes what is excellent in others belong to us as well.” - Voltaire

After every Junto Forum session, Tutoring Roundtable, and Mentor Team Meeting we close the experience with a round of appreciations. Everyone in the room has the opportunity to share something they appreciate, and since the prompt is a general one, anything goes.

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.

This is Part One of three in a series on the JuntoClasses. This post covers the philosophy behind our Classes, Part Two will address the content of our Management Classes, and Part Three will discuss the Leadership Classes.

At Junto, we communicate with entrepreneurs daily: conducting program sessions, sending meeting reminders, publishing a weekly update and calendar, sharing interesting opportunities, and discussing goals and challenges as their companies grow.

As I’ve written before, Junto does not preach or push a specific methodology for running a company. That said, there certainly are common business practices that our Apprentices adopt and integrate as a result of the program. One of these is the process of drafting, formalizing and integrating company values.