MacX DVD Ripper Pro Makes Ripping Easier for the Less Tech Savvy, Is Free All Month

By Whitson Gordon, LifehackerNovember 16, 2012 at 10:30AM

MacX DVD Ripper Pro Makes Ripping Easier for the Less Tech Savvy, Is Free All MonthOS X: When Handbrake is just a little too complicated for your less tech-savvy friends and family, MacX DVD Ripper makes ripping DVDs dead simple—and it’s free for the rest of the month.

While MacX DVD Ripper doesn’t offer many more features, it does make ripping DVDs somewhat easier, particularly if you aren’t as tech savvy. Getting Handbrake running requires some extra steps, and its interface isn’t always the most user-friendly if you don’t know what you’re doing. MacX DVD Ripper just requires you to put in the DVD, tell it what device you’re going to play it on (from iPhone to iPad to Surface to Galaxy and beyond), and pick the titles you want to rip (which is easy with its easily accessible preview window). Best of all, the usually-$40 is free until November 30th.

Do we recommend you replace Handbrake for your own DVD ripping? Probably not—but this would make a good Thanksgiving-weekend gift for your friends that will undoubtedly ask you to help them with their computer while you’re home. They’ll probably find it a little simpler than our usual go-to.

WinX DVD Ripper Thanksgiving Giveaway

BBC launches Earth Unplugged channel on YouTube, gives us online nature beyond the cat clips (video)

By Jon Fingas, EngadgetNovember 16, 2012 at 05:04PM

BBC launching Earth Unplugged channel on YouTube from November 16th, gives us nature beyond the cat videos

Many would call the BBC the go-to name for nature documentaries; unless you happen to tune in at the right moments or buy a spheroid collector’s set, however, it’s not always easy to follow along. We’ll all have an easier time getting our fill now that the broadcaster has launched its promised nature channel, Earth Unplugged. The streaming video station centers on seven shows that range from the obligatory baby animal segments — this is YouTube, after all — through to dinosaurs and looks at nature professionals. Earth Unplugged won’t necessarily have us tossing our Blu-ray collections, but it should provide some welcome educational material once we’re done watching box-loving cats.

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The Backup Rule of Three

By Melanie Pinola, LifehackerNovember 16, 2012 at 02:00PM

The Backup Rule of ThreeYour data really isn’t safe unless you’re backing up properly and with lots of redundancy. The computer backup rule of three, also known as the Backup 3-2-1 rule, can help ensure that your data will last.

As Scott Hanselman points out on his blog, using just one kind of backup (e.g., an external hard drive or SD card backup) is really not a backup. You need both off-site backup storage (e.g., an automated cloud solution like CrashPlan), plus backups to different media types, and multiple copies of everything you want to protect. Here’s the old IT rule-of-thumb for backing up:

3 copies of anything you care about – Two isn’t enough if it’s important.
2 different formats – Example: Dropbox+DVDs or Hard Drive+Memory Stick or CD+Crash Plan, or more
1 off-site backup – If the house burns down, how will you get your memories back?

We’ve mentioned this before in our college prep guide, but the backup rule of three applies to everyone who wants to hold onto their data for as long as possible.

The Computer Backup Rule of Three | Scott Hanselman’s Computer Zen

Photo by Jaymis Loveday

How to Be an Awesome Uncle

By Brett & Kate McKay, The Art of ManlinessNovember 14, 2012 at 06:25PM

Psychologists tell us that one of the most, if not the most important factor in our happiness is the number of quality relationships in our lives. Decades ago, such relationships were easy to come by. You were very likely to be surrounded by extended family who all got together often for loud and boisterous celebrations. As you grew up, you got to know your cousins, and your aunts and uncles as well.

These days, many families live far apart, and family reunions are few and far between — often non-existent, it seems. But everybody still wants to feel part of a clan, and family ties are just as important as they ever were.

In the role of uncle, you have a chance to forge those ties in positive ways with your nieces and nephews.

Uncles have a unique and important role to play in families. They’re older than their nieces and nephews, and so can be positive male mentors. But they’re younger than Gramps, and can be up for goofy fun. They’re also different than their siblings, providing nieces and nephews a look at life through the eyes of someone who branched off the same family tree, but may have a very different lifestyle than their parents. Siblings can have widely varying personalities and interests, and the best kind of uncle is often one who can share a different world with his nieces and nephews than the one they’re growing up in at home.

For example, Kate’s uncle Buzz lives in Vermont, and when she would visit him while she was a kid (and still today), he showed her things foreign to her suburban upbringing — going for hikes in the mountains, taking canoe trips, and shooting the BB gun in the backyard. Kate grew up fairly idolizing Buzz, and he sparked in her an interest in the outdoors and a love for all things Vermont.

The uncle role is especially important for men who are unmarried and don’t have kids of their own. Not only do bachelor uncles have more time to spend with their nieces and nephews, they also bring another varied influence into kids’ lives. It’s hard to describe, but “undomesticated masculine energy” is the closest I’ve got. Kids naturally gravitate to bachelor uncles, and see them as seriously cool dudes.

Whether he was married or single, most of us can remember that cool uncle in our lives that we looked up to. As you get older, and your siblings have kids, it’s time to become that cool uncle yourself. I have admittedly not always taken on the mantle as fully as I should have, but below are the things I’ve done, and am trying to do better, in my pursuit of awesome uncle-dom.

How to Be an Awesome Uncle

Interact with them. At a family gathering, it’s tempting to stick with the adults and let the kids do their thing. But take the time to talk and goof around with your nieces and nephews. Ask them about what’s been going on in their lives. Have trouble talking to kids? Ask what their favorite subject is in school, what they’re going to be for Halloween, what they’re hoping to get for Christmas, etc. It doesn’t have to be much, but I know I always felt important when an uncle or aunt seemed sincerely interested in me. Plus, kids want to play more than talk, so just get down there and play along with them.

Offer to babysit if you live nearby. If you live close to your nieces and nephews, offer to take the rugrats off their parents’ hands for a couple hours or an entire evening. Your siblings (or sibling-in-laws) will appreciate it, it gives you a chance to bond with the kiddos, and it’s practice for when you have kids of your own. Babysitting will be a bit more involved when your nieces and nephews are actually babies. I offered to watch my sister’s two kids when I was in college — my niece was four and my nephew was just a few months old. The niece was easy to watch. The nephew, not so much. I had to change my first diaper during that babysitting experience and he screamed the entire time his parents were away. I was a little shell-shocked, but little did I know that that two-hour babysitting experience would prepare me for those first days home with Gus when all he did was scream and poop his diaper.

As the kids get older, watching them becomes less of a hassle and actually enjoyable. Show them how to do and make neat things, introduce them to your favorite childhood cartoons and movies, and amaze them with magic tricks (see below).

Bone-up on the jokes, riddles, and magic tricks you knew as a kid. Will Murray, author of the Definitive Guide for Becoming the World’s Greatest Aunt or Uncle, says one of the most important jobs of an uncle is to teach kids how to be children. I think he’s on to something. My favorite uncles were the ones who went out of their way to teach me all the cool stuff kids are supposed to know. Many of the silly jokes, riddles, and magic tricks that I know, I picked up from uncles. One uncle taught me how to make a trumpet noise that I used to annoy my family with; another taught me how to do the famous “pull your thumb apart” magic trick; and my cowboy uncle imparted lots of great jokes that I still use today and get laughs from.

Last time I was with my nephew I showed him how to “levitate” and make it sound and appear like he was breaking his nose. He thought that was pretty awesome. My brother and I passed the time with both my niece and nephew telling riddles. I even learned some new ones myself.

One of these days we’re going to do a post showcasing how to do a bunch of great uncle tricks. So if you have one in your repertoire that you think should be included, leave a comment!

Do fun (and slightly dangerous) stuff with them. This bit of advice is related to the above one. Besides jokes, riddles, and magic tricks, make it your duty to teach your nieces and nephews all the fun and slightly dangerous stuff their parents won’t let them do at home. When my extended family would get together for Thanksgiving at my grandpa’s place in New Mexico, my cowboy uncle would make me and my cousins hay forts in my grandpa’s barn. He’d also make a big pile of hay for us to jump into from the barn’s loft. We didn’t tell our moms about that stunt. This same uncle would let me ride a horse by myself instead of being guided around the corral by a leader rope. As an eight-year-old suburban kid, that made my week.

My brother and I have tried to continue the timeless uncle tradition of making moms worry. I’ve shown my nieces and nephews how to shoot a sling shot and my brother has taught them the finer points of Fourth of July firecrackers. Besides the dangerous stuff, we just try to teach them the fun things we did as kids. For example, when my brother and I were in elementary and middle school, we made obstacle courses in our backyard and we’d pretend we were training for the Navy SEALs. A few summers ago my sister and her family were visiting my folks’ place and the kids were bored. My brother and I put on our uncle hats and saved the day by building one of our old obstacle courses. The kids loved it and we all had a blast racing each other through it.

Also, don’t forget to roughhouse! It’s not just for dads. Do Superman, play horsey, and hang them upside down. Playful noogies are okay occasionally; wedgies never.

Send a birthday card stuffed with a little moola on your nieces’ and nephews’ birthdays. You were a kid once. How did you feel when you got a birthday card from an aunt and uncle, eagerly ripped it open, and found nothing inside? Probably pretty crestfallen. Conversely, how did it feel to open the card and find a little green? Like Scrooge McDuck swimming in his pool of coins and cash? Okay, maybe that was just me. But you probably felt awesome. Make your nieces and nephews feel awesome, too, by remembering to send a card with a bit of lettuce tucked inside. If you’re the kid’s godfather, send a little extra as a reminder of your special bond. It doesn’t have to be much. Just the fact that you remembered it was their birthday will mean a lot.

I’m admittedly pretty bad when it comes to sending cards to my nieces and nephews. I usually remember on the day of their birthday, so I have to send a belated birthday card like a chump uncle. But I’m working on getting better. I finally got all my nieces’ and nephews’ birthdays in my Google Calendar, and I try to send a card at least a day or two in advance.

Remember important events. Besides birthdays, keep tabs on other important life events in your nieces’ and nephews’ lives. Religious rites of passage like First Communions, bar and bat mitzvahs, or baptisms deserve a card. Better yet, try to be there to witness it if you can. As the kids get older, graduations, college acceptances, first jobs, marriages, and first kids (Congrats! You’re a great-uncle, a Grunkle!) will deserve recognition as well. Don’t hesitate to give kudos to your nieces and nephews for seemingly smaller achievements. My family has a private Facebook group that we use to keep up with each other. If my sister reports that one of her kids did well at a dance recital or pinewood derby, we send our digital high-five their way.

Bring a small gift whenever you see them. I’m terrible about this, but I’m trying to get better about it. Kids love getting surprises. They don’t have to be anything fancy, either. Something they can play with straightaway is always a hit. (See the Christmas gift section below for suggestions.) If there’s a snack that can only be found in your region, pick some up and bring it to the kiddos. (Uncle Buzz once brought a bag of these special, freshly made, apple cider donuts that you can only get at this apple cider mill in VT, on the plane with him to give to us when he came for a visit. Scored some major uncle points there.) Old fashioned candy always goes over well, too – especially when it’s bubble gum cigarettes that blow “smoke.” Corporate swag that you have piling up in your junk drawer can provide lots of small gifts as well. Little ones are surprisingly impressed with seemingly banal knickknacks.

Dispense advice when appropriate. When you’re not teaching them how to shoot a BB gun, don’t be afraid to offer uncle-y advice to your nieces and nephews. Kids usually don’t see uncles as just another annoying adult, so they’ll sometimes take your advice more seriously than if it came from their lame-o parents. If you know your niece or nephew is having trouble with something in their life, reach out and dispense some friendly suggestions. You’d be surprised how much it could help.

Get them cool Christmas presents. And by cool, I don’t mean expensive. Think back to when you were a kid. Remember the neat, but inexpensive toys and games you loved playing with? Get your nieces and nephews those. Things they never knew they wanted until they started playing with them.

Here are a few suggestions:

  • Spy reflector sunglasses
  • Horseshoe puzzle (I got one of these from an uncle one year and loved showing off to the kids at school how I could solve it)
  • Rubik’s Cube
  • Balsa wood planes
  • Plastic parachute men
  • Silly Putty
  • Shrinky Dinks
  • Yo-yos
  • Magic 8 Ball
  • Those capsules you put in water to reveal a giant sponge dinosaur
  • Whoopee cushions
  • Homemade slingshot
  • Prank gum that snaps its victim
  • Magnet Space Wheel
  • Slinky
  • Disappearing ink
  • ‘How to Draw Cartoons’ book, or something similar
  • Dinosaur Discovery Kit

Let them rummage through your treasure box. Give them an item from it. If you haven’t started yet, begin your box of manly treasures. Kids love rummaging through them and hearing the stories about all the items in it. Just letting your nieces and nephews look through your treasure box will make you a cool uncle. To upgrade to coolest uncle of all time, give them an item from your box. Just make sure it’s something that doesn’t mean that much to you, but will mean the world to them. If necessary, plant stuff in your box to give the kiddos. Bullet pencils, crappy baseball cards, or old, worthless, but cool-looking coins are good freebies.

Keep the relationship going as your nieces and nephews get older. Most of this advice is geared towards when your nieces and nephews are young. That’s because in my experience it seems you see your nieces and nephews more when they’re younger, but as they get older and get busy with other activities, the visits become less and less frequent. It will take a bit more work, but you can definitely keep the relationship going even as they get older; you’ll know you were successful in achieving awesome uncle status if your adult nieces and nephews want to visit and keep in touch with you of their own volition.

In their tween and teen years, let a niece or nephew that you really like stay with you for a week away from their parents. Once they’re college age, make an effort to keep in touch. My uncles and aunts check in with me on Facebook. Kate’s Uncle Buzz has kept the uncle/niece relationship going by writing her real letters and sending her a good book he’s read.

Something that I appreciate about Buzz’s uncle-dom is that once Kate and I married, he really incorporated me into the family. He shoots me emails and sends me interesting manly knickknacks that he’s found at garage sales in VT.

Be a good example. Your nieces and nephews probably think you’re one of the coolest dudes alive. Whether you like it or not, they’re looking up to you. Do your best to provide a positive male role model for them. Show them how a good man behaves and comports himself. Don’t do anything that would let them down. As uncles, we have great power in the molding of our nieces and nephews, but as Spiderman’s wise Uncle Ben noted, “With great power, comes great responsibility.” Use your uncle power for good.

 What are your tips on being an awesome uncle? Have any uncle memories? Share them with us in the comments! 

Related posts:

  1. 4 Mystifying iPhone Magic Tricks
  2. Guide to Being a Great Godfather
  3. The Awesome Dad Cheat Sheet: 18 Fatherhood Tips They Should’ve Handed Out at the Delivery Room
  4. So You Want My Job: Professional Wrestler
  5. Balancing Work and Family

If You Read Just One Article About The Patent Mess, Make It This One

By Mike Masnick, Techdirt.November 14, 2012 at 01:50PM

Steven Levy has always been a great writer covering the tech industry, but his article on “the patent problem” for Wired is a must read, even if you’re familiar with these stories. He does a great job illustrating just how screwed up the patent system is, focusing on a few key trolls, and pulling in some important information and data to support the anecdotal claims. Much of the story is about Mitchell Medina, who took a ridiculous patent that came from an idea about scanning medical documents into electronic format, and turned it into a belief that he held a patent on which practically every website infringed. You really should read the whole thing, but a few tidbits: first off, Medina and the two other people named on the patent never actually could build a working product.


Although the three had never tried to build a working model before they were granted the patent, they now set out to create a business based on the idea. Elias made a prototype, albeit one that Medina would later admit “didn’t work particularly well.” He claimed to have visited “every big player” they could think of in the computer industry to see if they would like to license his patent and build a commercial version themselves. He also claimed that he had attempted to raise venture capital to create a company of his own. But no corporation or VC would put money into it. According to Medina, they were particularly annoyed when, during a meeting, an executive from IBM’s Lotus division rudely dismissed the idea of paying to use the concept. “He acted as if these kinds of patents were somehow laughable,” Lech says.

Eventually Medina cut out the guy who actually came up with the idea of scanning documents, and set himself up as a patent troll. He sued over 100 companies — and realized that as long as the “license” he asked for was cheaper than fighting him in court, everyone would pay up, and everyone did… except one company, Flagstar Bancorp. Levy goes through details of the seven years spent fighting the case, including two separate district court judges who absolutely slammed the lawsuit (one said the case had “indicia of extortion”) and told Medina he had to pay up for filing such a ridiculous lawsuit (in between all that, the appeals court, ridiculously, disagreed and sent it back). Eventually the appeals court agreed with the lower court, and the Supreme Court refused to hear the case, but it was a massive waste of time and energy. Amazingly, the guy who demanded payment from all those companies (and got it from most), for doing absolutely nothing to actually help with the development of e-commerce, claims he’s a “victim.”


Mitchell Medina, who has sued more than 100 companies for infringing his patents, sees himself as a victim. “When Jobs and Wozniak or Hewlett and Packard start in a garage, they’re heroes and captains of industry,” he says. “If you apply for a patent first, you’re a troll.” Via email from Africa, he continues to attack the Flagstar decision, claiming that Martinez ignored key evidence and ruled incorrectly. (Medina felt it best not to talk by phone, because, as he put it, “I tend to speak my mind, and it would be unwise for me to do so without the self-censorship of writing.”)

“We did nothing improper,” he writes. “The judges in this case comported themselves like spectators in a Roman coliseum who wanted to see plenty of blood on the floor in the form of litigant’s money before they considered the show worthy of their interest.”

Really, this is just touching the surface. Even if you’re familiar with the Flagstar case (which we wrote about last year when the final CAFC ruling came down), reading Levy’s detailed piece is worth it. The problem, of course, is that this kind of thing is happening over and over and over again — nearly all of it taking money from productive purposes of building companies and products, and sending it to lawyers. It’s a massive drain on the economy and it’s about time we fixed it.

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Signs It Might Be Time To Consider Hiring A CEO

By Vinod Khosla, TechCrunchNovember 11, 2012 at 08:00PM

Vinod Khosla

Editor’s note: This is Part II of a two-part guest column written by legendary Silicon Valley investor Vinod Khosla, the founder of Khosla Ventures. In Part I, he offered suggestions to help founders determine if, when, and how to avoid hiring a CEO. You can follow him on Twitter at @vkhosla.

As a founder, there sometimes comes a point in your company’s growth trajectory when you need to hire a CEO or president from the outside to get to the next level. This can be an incredibly difficult decision to make, but it’s better for you to make the decision yourself than to be told by your board that they’re hiring one whether you like it or not. That situation is avoidable both by minimizing the chance the hire needs to be made, and also making sure communication lines with your board are wide open so you’re part of the process in picking a CEO complementary to you.

Unfortunately, unreasonable founders sometimes get in the way of good execution, especially when a company gets large enough to need structured management. It’s not always possible to keep the founder as CEO, and the best indication of whether a company needs a new CEO usually comes from the management team. New team recruits may not want to join, old ones may indicate a desire to leave or get disengaged, and the whole team may approach a board requesting a change.

The first stage of a company’s growth is one in which leadership generally happens in a “hub and spoke” style, where the leader/CEO/founder(s) is (are) at the center of most decisions and integration among functions happens mostly by the CEO. A CEO and his or her co-founders operate like a “kitchen cabinet” to make most decisions relatively informally and outside any normal process. This is often what I like to call the “feel” stage, or “make it up as you go along.” There are usually fewer than 30-40 employees, and many things are in flux as the collision of the founders’ vision and the real world is still working itself out.

As a bit of a tangent – make note that the quality of the people you hired at this stage into nearly any role are critical to your future success. You want the gene pool to start A+; this will set up a positive cycle and draw more and more top people to your company. See our papers on Gene Pool Engineering and Recruitingwhich dig further into this topic. If you cannot hire the A+ people, get someone who will attract them, because a company becomes the people it hires early in its life! Hiring the hirers of the future is a critical factor to future success.

Stage two of a company’s growth requires more integration, coordination, and sharing of leadership with the team as they begin to work cross-functionally and define processes and shared metrics. This is generally the stage where you want to start surrounding yourself with more senior people – both those who know the space, as well as those who bring experience from analogous areas to help you disrupt it. Usually, it’s best to have a mix of these different backgrounds, working well in “managed conflict” or “organized chaos.” At this point, you have to ask yourself as a founder – can you do this CEO job? Do you need to do it? What really matters to you most? Do you really even want to do it or just think it’s “expected” by your colleagues, family, and friends? Would you rather focus on vision and let someone else handle the details? Soraa and Lanzatech are two examples of companies with founders that looked forward to bringing in CEOs at this stage.

  • Sean Simpson (founder of Lanzatech) is a brilliant scientist, full of ideas and vision, but he came to us with what could only be described as a bad pitch with some brilliant nuggets that we picked up on. We bet on his vision and he built an excellent research operation in New Zealand, but when it became time to scale, we mutually agreed to bring in a strong business-minded CEO who understands the space well.  We were fortunate enough to find Jennifer Holmgren from UOP, who has been an excellent partner for Sean and has helped the company get to the next level with several partnerships worldwide that would have been difficult for Sean to put together. In Sean’s view, “The ideal timing for recruiting a CEO is when the technology just begins to demonstrate commercial readiness, and thus the company is on the brink of securing commercial interest.”
  • Steve DenBaars and Shuji Nakamura (co-founders of Soraa) were luminaries in LEDs, and did a great job building the technical organization around their fundamentally differentiated GaN on GaN technology, but they lacked critical business and operations skills. Steve acknowledged that he wanted to do it all, but was involved in the CEO recruiting process from the beginning and came to understand the critical importance of having strong business and operations leaders on the team. Now the company is scaling production quickly, with a professional management team onboard. “One insight for founders to recognize is that hiring a CEO and seasoned management team greatly increases the odds of a successful transition from R&D to product and revenue generation,” Steve says.

It’s worth taking a look at Noah Kagan’s blog post “Why I got fired from Facebook” for context on how excellent individual contributors (founders, but others as well), can end up being bad managers or even bad for an organization at a particular phase. There are different types of people in organizations and they have value at different phases.

Stage three of growth occurs when your business requires more functional depth and more consistent, integrated execution. Business processes need to be more defined and predictable, and the CEO becomes more of an orchestrator to make sure that each leader is driving functional excellence and all the functions are integrated across the organization. This helps to meet overall goals in keeping with an agreed upon vision.

As the company grows, you should ask yourself, what are you, as the founder, doing well and what don’t you have time for? Can you bring in a “hired gun”/partner to cover some of the time-consuming but less critical/less top-of-mind/less well-executed aspects of what you do? Maybe the right person will even help you stretch your vision. A good leader should strive to have 50 percent of their time free at the beginning of each week. This way, you can be proactive about where you want to lead instead of being reactive and buried when urgent events, emails, calls, and requests pop up. At some point, you may realize that you do not have the skills or experience to lead the organization on to its next stage of development, and/or it may be moving so fast that you don’t have the time (or often the interest) to develop them. This isn’t failure – it’s success!

There comes a time in many startups’ lifecycles when bringing in an outside CEO or president is necessary and good.  They’ll bring vital management bandwidth, knowledge to respond to the unknown unknowns, and many other executionally important attributes to help make your vision a reality.  The hardest part is trying to hire before the need – don’t wait too long. This means understanding your challenges ahead and anticipating when they might be too much to handle alone.

You should try and hire someone that shares your fundamental values about people and leadership but brings complementary skills. Don’t rush into a decision and don’t settle, but realize that your tendency may be to block any hire. Be proud that you’ve built enough value to attract a great CEO and build something even more valuable! Or, if you haven’t built enough value for whatever reason, give your shareholders a chance to recoup some value from their investments. There won’t always be consensus, because there are many hard judgment calls to make in this process, and everyone has different biases, goals, and aspirations. But the earlier you shore up the needs of your company, the less likely it is that the situation will become unpleasant for you. More likely, acting early will provide leverage and bandwidth.

Steve Crane, CEO of LightSail Energy, offered a perspective that applies to an important subset of companies:

The key transition point is when a start-up is getting ready to go to market with its first product, especially if that product is a substantial one. The company goes from being inwardly focused to being externally focused. Of course, it’s critical from the beginning to understand the market need in detail and to establish close ties with early customers. But, in my experience, everything changes when you start to ship. Completely new challenges show up all at once – customer support, scaling, managing a sales force. Most founders fail to proactively prepare for those challenges because they’re so consumed with the task of getting that first product out the door.

Avoiding Common Pitfalls Of Management Transitions

It is a common misconception that CEOs need to know the business or technical area in detail in order to be effective – this is most often not a requirement! An excellent leader with the right mindset and experience in related areas can often be better than a person with deep area expertise who “knows too much” and is overly attached to conventional wisdom vs. how things could be different.

Some of these management hires don’t work out (I’d say roughly 30 percent) and some end up not working well with the founder while potentially doing well for the company. Save your “bullets” to admit a hiring mistake and effect a change if you or the board made a hiring mistake. As hard as they might be, the best decisions you can make are ones that benefit the company, and there may come a point when it’s time to leave your baby in others’ hands. To minimize the likelihood of this happening, it’s important for the board not to force a hire without the founder’s buy-in. They should at least be transparent and say they will do it despite a founder’s objections. Brutal honesty helps greatly in this situation, and the worst case happens when the board pushes a candidate and you hold back and don’t share your reservations.

Also, hiring outside management shouldn’t be viewed as the first step in the founder’s exit. The best hired CEOs will still let the founder’s role and vision flourish while they help successfully execute it. Usually, founders are better at setting, iterating and evolving a vision, while the CEO/managers are good at helping an organization achieve the vision. As I said in Part I, a traditional manager becomes important when the critical questions are things that have been seen before, like: ”How sales people work” or “What constitutes a good VP of sales?” or “What sales cycle or sales economics really are in an existing area?”

Giving up the CEO role (or creating a president/COO role) is not easy, but it can be done gracefully so that you, as a founder, preserve your “silver bullets.” A productive transition can dramatically change the influence you have once you give up the job, and it will set the company and yourself up for long-term success.

David Friedberg, CEO of Climate Corp., has an interesting perspective (not one I completely agree with) on when a founder should stay or go:

A lot of companies have a limited opportunity in the end. Their technology or competency may have limited scope, as opposed to others that may be extensible to other markets, areas, regions, business models, etc. (i.e. Google vs Demand Media). I think when there’s a role for the founder to continue doing that first stage of innovation-driving in perpetuity, then you should stay, and will be happy doing what you do best. Otherwise, if a company scales into its ultimate opportunity and enters the optimization phase, then you should go, because your skill set does not have a great place in the now-scaled enterprise.

But make no mistake, sharing leadership can be a challenge. It’s important to have one CEO, especially as the company starts to grow. This is why keeping the founder as CEO and getting a president and/or COO for delegation makes things work better and keeps the vision intact. But (1) delegating away real authority voluntarily is key, as is being confident enough to trust your team and patient enough to not need to act as CEO on every decision. (2) You will generally not get as good a person as president or COO, as you would if you give them a CEO position. There are tradeoffs.

Entrepreneur/manager conflicts often result from entrepreneurs not completely understanding the real constraints, tasks, or roles of their core executive team, and sometimes it is the CEO who does not understand the reason they were hired. A good venture firm will have portfolio founders who have run into these situations and can advise you.

Building a startup from the ground up is a very challenging and rewarding task. I firmly believe that the key to successful companies rests most often on the founders driving the vision. However, it is almost as important that the founders have enough self-awareness to recognize when they need help. Sometimes a founder is able to steer the ship as CEO from the bare vision all the way to huge success, and we prefer this when possible, but they’re almost never able to do it alone. Working openly with your board and your team to determine what executive additions are needed at various stages is critical to your company’s success.