Explain the double-bottom line business model.
When developed correctly, a double-bottom line creates a happy and what I believe to be a more successful organization. A company should strive to make profits, but it also should be in pursuit of a high calling or some larger purpose. It also provides an outlet for employees to feel that they are helping to make a difference in their community or in support of a particular cause. Today’s entrepreneurs have to determine what higher calling they and their companies want to pursue. For a double-bottom line to be truly meaningful, you need a passion to pursue.
As Dr. John Ratey noted in his seminal work Spark: The Revolutionary New Science of Exercise and the Brain 2008, exercise isnt just about physical health and appearance. It also has a profound effect on your brain chemistry, physiology, and neuroplasticity the ability of the brain to literally rewire itself. It affects not only your ability to think, create, and solve, but your mood and ability to lean into uncertainty, risk, judgment, and anxiety in a substantial, measurable way, even though until very recently its been consistently cast out as the therapeutic bastard child in lists of commonly accepted treatments for anxiety and depression.
While people like Warren Buffet are pleading with the government to raise their taxes and give away their wealth to sycophantic bureaucrats, Jobs showed time and time again that the best way to improve people’s lives is to create value and be productive.
By FRAN TARKENTON
Imagine the National Football League in an alternate reality. Each player’s salary is based on how long he’s been in the league. It’s about tenure, not talent. The same scale is used for every player, no matter whether he’s an All-Pro quarterback or the last man on the roster. For every year a player’s been in this NFL, he gets a bump in pay. The only difference between Tom Brady and the worst player in the league is a few years of step increases. And if a player makes it through his third season, he can never be cut from the roster until he chooses to retire, except in the most extreme cases of misconduct.
Let’s face the truth about this alternate reality: The on-field product would steadily decline. Why bother playing harder or better and risk getting hurt?
No matter how much money was poured into the league, it wouldn’t get better. In fact, in many ways the disincentive to play harder or to try to stand out would be even stronger with more money.
Of course, a few wild-eyed reformers might suggest the whole system was broken and needed revamping to reward better results, but the players union would refuse to budge and then demonize the reform advocates: “They hate football. They hate the players. They hate the fans.” The only thing that might get done would be building bigger, more expensive stadiums and installing more state-of-the-art technology. But that just wouldn’t help.
If you haven’t figured it out yet, the NFL in this alternate reality is the real -life American public education system. Teachers’ salaries have no relation to whether teachers are actually good at their job—excellence isn’t rewarded, and neither is extra effort. Pay is almost solely determined by how many years they’ve been teaching. That’s it. After a teacher earns tenure, which is often essentially automatic, firing him or her becomes almost impossible, no matter how bad the performance might be. And if you criticize the system, you’re demonized for hating teachers and not believing in our nation’s children.
Inflation-adjusted spending per student in the United States has nearly tripled since 1970. According to the Organization for Economic Cooperation and Development, we spend more per student than any nation except Switzerland, with only middling results to show for it.
Over the past 20 years, we’ve been told that a big part of the problem is crumbling schools—that with new buildings and computers in every classroom, everything would improve. But even though spending on facilities and equipment has more than doubled since 1989 (again adjusted for inflation), we’re still not seeing results, and officials assume the answer is that we haven’t spent enough.
These same misguided beliefs are front and center in President Obama’s jobs plan, which includes billions for “public school modernization.” The popular definition of insanity is doing the same thing over and over, expecting different results. We’ve been spending billions of dollars on school modernization for decades, and I suspect we could keep on doing it until the end of the world, without much in the way of academic results. The only beneficiaries are the teachers unions.
Some reformers, including Bill Gates, are finally catching on that our federally centralized, union-created system provides no incentive for better performance. If anything, it penalizes those who work hard because they spend time, energy and their own money to help students, only to get the same check each month as the worst teacher in the district (or an even smaller one, if that teacher has been there longer). Is it any surprise, then, that so many good teachers burn out or become disenchanted?
Perhaps no other sector of American society so demonstrates the failure of government spending and interference. We’ve destroyed individual initiative, individual innovation and personal achievement, and marginalized anyone willing to point it out. As one of my coaches used to say, “You don’t get vast results with half-vast efforts!”
The results we’re looking for are students learning, so we need to reward great teachers who show they can make that happen—and get rid of bad teachers who don’t get the job done. It’s what we do in every other profession: If you’re good, you get rewarded, and if you’re not, then you look for other work. It’s fine to look for ways to improve the measuring tools, but don’t let the perfect be the enemy of the good.
Our rigid, top-down, union-dictated system isn’t working. If results are the objective, then we need to loosen the reins, giving teachers the ability to fulfill their responsibilities to students to the best of their abilities, not to the letter of the union contract and federal standards.
Mr. Tarkenton, an NFL Hall of Fame quarterback with the Minnesota Vikings and the New York Giants from 1961 to 1978, is an entrepreneur who runs two websites devoted to small business education.
Like muscles, many parts of the brain get a robust physiological workout during exercise. “The brain has to work hard to keep the muscles moving” and all of the bodily systems in sync, says J. Mark Davis, a professor of exercise science at the Arnold School of Public Health at the University of South Carolina and senior author of the new mouse study, which was published last month in The Journal of Applied Physiology. Scans have shown that metabolic activity in many parts of the brain surges during workouts, but it was unknown whether those active brain cells were actually adapting and changing.
On the other hand if a market is established, to win market share startups must differentiate their products by better serving the customer. Clay Christensen’s Innovator’s Dilemma is the best argument that iterative product development strategies won’t win large market share in an established market. Rather, startups must find a disruptive angle, a new way of serving the customer, a unique point of differentiation that provides some barrier to competition from the incumbents.
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Try it now:
Identify the most important thing you have to do today.
Decide to do just the first little part of it — just the first minute, or even 30 seconds of it. Getting started is the only thing in the world that matters.
Clear away distractions. Turn everything off. Close all programs. There should just be you, and your task.
Sit there, and focus on getting started. Not doing the whole task, just starting.
But here’s the bare truth: we will miss out, no matter what. It’s inevitable. We cannot do or try everything in the world, even with lives twice as long. We cannot see every town and city, read every interesting book, watch every important film. We will always, always miss out.