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The more specific and measurable your goal, the more quickly you will be able to identify, locate, create, and implement the use of the necessary resources for its achievement.

You have to have an idea of what you are going to do, but it should be a vague idea.

When you start a new company, you have to do it all. Yes, all of it.

What do you want to get done? In what order of importance? Over what period of time? What is the time available? What is the best strategy for application of time to projects for the most effective results?

Essentially, you have to be aware of a crisis happening: 'Can the company go on if I get hit by a bus?' That's, I think, how you build a great company and something that can scale.

Most corporations have human-resources processes that involve discussions with your manager, performance evaluations, calibrations for performance and potential succession planning.

The most important thing executives can do is send a very clear message to their employees that they care about each person's overall wellbeing and that they want to be a part of helping it improve over time.

First create jobs, and then provide skills to people.

What we want to do is call attention to the fact that when workers and business work together, when you create a stakeholder model of corporate governance, where you understand that you can do well by your workers, you can do well by your shareholders and you can do well by your customers, that's how we create a virtuous cycle.

Like any small business owner, I experienced the pressures of building a company from the ground up - developing a business plan, balancing the books, meeting payroll and building a customer base.