Laura has been in the software and testing industry for over 20 years. She’s worked with such companies as IBM, Eriksson, Staples, Fidelity Investments and Sogeti in various client advocacy and project management roles. The techniques she uses in her business coaching and client advocacy work saved these companies both time and money, which resulted in on-time, quality product delivery with higher client satisfaction. Laura now uses her business process, client focus, project, quality and people management skills in her business process and efficiency coaching career. As a business coach, she helps people integrate their professional goals and dreams into their everyday lives. Laura uses creative and practical tools to help her clients realize what really matters to them. They then follow-through with project and time management techniques to create the reality they really want. Laura authors many articles and workshops on time management and strategic scheduling. She is also the founder of the electronic magazine the Rose Garden: the Art of Becoming. Also, check out www.LauraLeeRose.com/blog and her other articles at http://www.lauraleerose.com/resources/library/articles-by-laura-lee-rose/
You seem to think there is only two options for you: Stay where you are or go to this possible low-satisfaction job. Why can't you continue to search for a great job that fits all your requirements? Also - are you sure this new job is a 50-60+ week job with low-job satisfaction? Or are you just making assumptions?
You are ultimately responsible for your own time and project schedule. If your salary is based on a 40 hour week - then your salary is based on a 40 hour week. If you decide that you want to limit your general work week to 40 hours a week (giving you some space for MOOCs, self-study and side projects) - just outline your project schedules more realistically. As long as you provide realistic expectations on your deliveries - you can still schedule space and time for your other projects (with the understanding that there may be "some times" when you need to work extra hours - but not all the time).
If you feel that if you don't put in 50-60 hours a week to receive advancement - then you are choosing that over the other things. Figure out what you really want; decide what are the imperatives and non-negotiables - and design your life accordingly.
I agree with both answers. The only item I would add is to use it as a selling or negotiation point -- that the price of the prototype would go toward the full contract. If they decide not to sign a full contract with you, you're still paid for your work. If they decide to sign a full contract with you - then the mockup was free and it was just a deposit toward the full contract.
It's not always a 0 or 1 answer (get paid for the mock-up, or offer it for free in hopes of getting the business). There are other ways to accomplish your goal of attracting business.
If you want to talk about this more, let me know.
I apologize if this answer seems too blunt....but I think it will be easier to find a salesperson that you trust. Requesting an app that automatically shows you exactly what they do every minute illustrates a lack of trust in their capability and competence. It's better to find the type of people that you will value and trust; people with the right work ethics, experience and talent -- then to try to micromanage those traits into the wrong people. The right people will be turned off and quite. And the wrong people will find a way around your app.
Keep it simple. Simply focus on your required results.
If you have sales quotas and success metrics in place - and they are meeting the success criteria; why do you need to know what they ate for breakfast?
My recommendation is to do your best to hire talented and trustworthy people to begin with. Setup goals and objectives around those important metrics (like hitting at least 20 sales calls a week, making at least 5 sales per week, or whatever you deem necessary). Then allow them to fully express their talent and skills they way that best works for them - in regards to meeting those success criteria.
If they are not meeting their quotas, offer them additional training or fire them.
If they are meeting your quotas, don't fix what ain't broke.
If you still need this day-to-day checking; I recommend setting up a daily 5 minute call with this person or team. In the agile development (this is called a SCRUM meeting), where you meet daily for a very short time to answer the critical status questions. For you - you may want to have a daily status meeting to report their sales made, sales in the pipeline, expected sales closed dates for those items in pipeline, any roadblocks to closing on time and if they need any help in closing the deals.
Bottom line - It's a waste of time to "big brother" everything your sales person does. Setup clear expectations in regards to Number of sales, leads, and lead-to-sales ratios. Then track only the metrics that bring in the money. Don't worry about how they get it done. Just focus on the results and treat your team like experienced and valued professionals.
First thing to get a clear handle on is who your customer or "user" is. Really get down to the details in describing your user base. Once you understand your user base, what is important to them, why they would use your product, what THEY are trying to accomplish with your product - then you an start creating accurate user-based or user scenario tests. After all, the goal of the product is customer delight. If you don't have a good handle on who your customer is - you won't be able to delight them.
If you would like more information on how to design with customer scenarios - let's chat. I have been in the software development industry for over 20 years as a developer, tester, manager of both developers and testers, product manager and client advocate project manager. I have 5 patents and have published many articles on the topic.
One additional idea to consider is licensing and patents. If you are truly concerned about someone executing on this "idea" - take the time to patent protect it. This gives you some breathing room to collect the funding required from your celebrity curators/partners. It also provides you the option to market the idea as a license for use. Holding a Utility Patent or a Design Patent on a unique and novel product or process increases your value to your celebrity curators/partners as well. Investing your limited seed money in this way may be something to consider.
If you discover that your idea is not "patentable" - then that's another pain-point you need to consider. If your idea does not meet the patentability requirements, such as novelty and non-obviousness -- then anyone (with the appropriate funding) viewing your prototype product/service from the outside (no real knowledge of the inner details) can easily duplicate it and hit the market before you.
Hope this helps a little.
A few recommendations:
1) Define your target clients or target niche. If you take the time to define what type of clients that you do want, you will be able to better market and focus on that market.
2) Increase your credentials and authority in your field. Becoming the leading authority in your niche will increase your value and income.
3) Get the proper license or certifications. Having additional certifications and license also increases your credibility and worth.
First, congratulations for recognizing that some people are more beneficial and help to you than others (even if they are your own family members). Even though we want to allow everyone to be their true self (even if that true self is detrimental to our plans). Everyone that cross our paths are there for a reason (even the ones that drive us crazy). Take the time to appreciate the reason this particular person is in your life; then acknowledge how that person enriched your life (even if it was to show you what not do or how not to act); then release and love at a distance. Unconditional love means loving and allowing everyone to be the way they want to live. But it doesn't mean you have to love them up close and personal. Sending them love and good wishes from a distance works just as well.
Every annoyance and fault we notice in someone is a mirror into ourselves. Take a moment to learn what is driving you nutty about that person and do a self-assessment in yourself. Tweak some self-improvement in yourselves and bless that person for annoying you toward self-improvement.
Then start noticing and focusing on their positive attributes. Not everyone is 100% toxic. There are good points to everyone. The more you appreciate the positive attributes and admire those traits, the less the negative traits will affect you. The more you call out to those positive traits, the more they will exhibit those traits toward you.
Then of course, start distancing yourself from the traits that annoy you. Set boundaries for yourself and that person. For instance, if that person is always late - then disengage from expecting this person to arrive on time. Refuse to travel with him/her; don't couple the starting of any event to their arrival; plan to meet them where you are already going to be such that if they don't show up, you can still have a good time and accomplish your goals. This way they can be "who they really are" without affecting your way of being.
Clearly articulating your standards and boundaries will accomplish either one of two things:
1) Attract people that share the same standards or want those same standards
2) Repel people that don't want to meet those standards.
Focus your energies on attracting the people that you want to surround yourself with; and those that don't match your standards will magically disappear.
If you have been "asked" to take on 2 day jobs, you always have the option to say "no, thank you " to one of them. My recommendation is to manage your projects and not your "jobs". Clearly identify the tasks, priority of the tasks, the deadlines and stakeholders for your tasks and projects. Then schedule your time appropriately according to the priorities. Be transparent with your managers on what you can realistically deliver, and at what quality. If the success is important to your manager, they will be realistic on what can be delivered.
I have several self-study courses on time management and realistic scheduling. Check them out at www.lauraleerose.com/ecourses .
One recommendation is to actually evaluate how much your company/idea is worth. Figure out the numbers first (maybe pull in a financial adviser or an expert in evaluating your type of venture). If you realistically evaluate your company at 1 million dollars and he is investing 10% of that, then he would be entitled to 10% equity in the company.
The risk of giving too much away at the beginning (i.e. giving 40% away for only 10% of the funding) is that when you do need more money, you may need to find an additional investor. Now your investors each have 40% and you have lost control of your company. I recommend doing a little more homework on what your company is really worth. Otherwise, ask him for a loan instead -- until you understand the value of your business.
Whatever you decide - make sure you have a written contract with exit strategies clearly outlined. (i.e. what are the steps you agree to do if the business doesn't work out, or if one person wants out).