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What You Need to Do When You Decide it's Time to Sell Every Mann's Real Estate 34th Edition

Chicago Real Estate News #realestate #chicagorealestate #chicagobears #chicagolakefront #nfl

This is my incredibly well received global real estate / Orange County real estate presentation given a few weeks ago at Ellermeyer Connect forum. It is not what many people want to hear, but it's an honest, eye opening view of what's happening. The Waiting for prices or interest rates to fall is a bad plan for buyers. It's only going to worsen. I hope you'll give it a listen. It's my mission to spread the truth in an environment riddled with a lot of nonsensical noise. There's a lot of noise about housing and what's coming. Most of it, in my opinion, is inaccurate. I welcome your insights. #realestate #housing #marketanalysis If you'd like to read my past and future reports, that's easy to do. Visit [email protected] and you'll find them all there. Please subscribe, that way you'll automatically get the updates without waiting for me.

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 [email protected] 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

The number one skill set of a founder is to evolve. Evolve with the idea, evolve with the stage, evolve with the market, evolve with the people, evolve with the journey… But self doubt comes along every step of the way with every part of that evolution. Fighting through self doubt and striving to evolve is what sets a founder apart from a manager. Having been a founder, I know that now. Here’s to keeping that faith and continuing to evolve! #foundermode

As your local twitter translator, this is going bonkers in Silicon Valley. The phrase founder-mode has instantly been solidified in the zeitgeist. You will hear about this for a decade, a new meta phrase like "product-market-fit."

New interview question on all senior role conversations. “Tell me what you think about founder-mode, if you applied it in your past work and how do you plan to to in this role.” And the interview prep industry already coming up with answers, with the help of ChatGPT of course! The most credible and honest answer is: “I have not applied it, i wasn’t trained to do it, but it does have merit and I’m open to learn and use it, IF your executive team is genuinely interested in doing so.”

Founder Mode by Paul Graham: "There are as far as I know no books specifically about founder mode. Business schools don't know it exists. All we have so far are the experiments of individual founders who've been figuring it out for themselves. But now that we know what we're looking for, we can search for it. I hope in a few years founder mode will be as well understood as manager mode. We can already guess at some of the ways it will differ." #YCombinator #FounderMode #ScaleUps

As always, PG with an instant greatest hit. Here's how you know if a company's CEO goes into "manager mode": 1) They don't reply/reactji a direct slack message from you within 48 hours. 2) They don't know the major product feature announced at the company's major conference. 3) They are in more than one executive team standup (E-team, S-team, LT-team, etc). 4) Their primary computer is an iPad. 5) They routinely don't show up to all hands meetings. What else?

Great article on the "Founder Mode" by Paul Graham at Y Combinator. While what constitutes it is a great topic of research, the end note is very foresightful: "I also have another less optimistic prediction: as soon as the concept of founder mode becomes established, people will start misusing it. Founders who are unable to delegate even things they should will use founder mode as the excuse. Or managers who aren't founders will decide they should try to act like founders. That may even work, to some extent, but the results will be messy when it doesn't; the modular approach does at least limit the damage a bad CEO can do."