I’ve covered the worldwide Startup Weekend events over the past couple of years. The concept behind Startup Weekend is to bring the community together in a different city each weekend to create a startup (or multiple startups) during the weekend.

This weekend the Startup Weekend tour hits Austin, Texas. You can register for the event now and the organizers note that there is a limit of 75 participants. You can also select to attend only the graduation ceremony on Sunday (which is what I plan to attend). The event will be held at the CoSpace coworking facility in central Austin. The full schedule for the weekend is posted here.

Here’s an overview of why you should consider participating at a Startup Weekend (this applies to all of the Startup Weekend events around the world):

What do Attendees Get?
Co-Founder Dating – Come find other like-minded people. This is probably the most valuable type of networking you could ever do if you want to start a business.

Education – Spend a weekend with some of your communities brightest and most creative minds. Learn a new programming language, what MVP stands for, how to build an actual strategy, get feedback, and actually create & test something rather than just theorizing.

Learn How to Launch – This is the epitome of LeanStartup Methodology at its finest. Go from idea to launch. You have 54 hours to figure out everything from the mission, your target market, go-to market strategies, to giving a full presentation of a hopefully working prototype and validation (or non-validation) of concept to your peers.

Actually Launch a Business – Over 36% of the Startup Weekend Startups are still alive after 3 months. Sometimes a company emerges, sometimes one doesn’t. Over 10% of companies go on to produce revenue or get seed funding, but every time people leave with more experience, insight, knowledge, friends, and resources than they came with.

Food – 5 meals and drinks are provided during the weekend… Including plenty of caffeine. We understand the importance of keeping teams together, and helping them be productive.

Find more stories about: Austin, Startup Weekend, startups, Texas

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Ever since Digg launched its new site design, it’s been plagued with all kinds of trouble, not least of which is that it keeps going down. The problems with the new architecture are so bad that VP of Engineering John Quinn is now gone, we’ve confirmed with sources close to Digg.

In a Diggnation video today, CEO Kevin Rose explained some of the technical issues the site is dealing with and why it can’t simply roll back to the previous architecture. The new version of Digg, v4, is based on a distributed database called Cassandra, which replaced the MySQL database the site ran on before. Cassandra is very advanced—it is supposed to be faster and scale better—but perhaps it is still too experimental. Or maybe it’s just the way Digg implemented it (Twitter uses Cassandra, as does Facebook in places, but it obviously is not as battle-tested as it needs to be). Every engineer at Digg is currently just trying to keep the site up and running.

Quinn was the main champion of moving over to Cassandra, say our sources. Now the site is taking a huge hit, at least in the short term, because of that decision and/or how it was implemented, and Quinn is paying for it with his job. But it is not clear what else Digg should have done. Digg was originally built on the tried-and-true LAMP stack (Linux, Apache, MySQL, PHP) of open-source technologies, but it was straining under the load of Digg’s traffic. Replacing MySQL with Cassandra was supposed to help fix that. It came with its own set of larger problems instead.

Quinn joined Digg nearly three years ago. Before that, he was VP of engineering at SquareTrade and a software engineer at Oracle. It is not clear who will replace him at Digg.

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Filed under: Fantasy, Screenshots, Warhammer Online, One Shots

There's nothing more fearsome than facing down a charging mass headed straight for your side's front lines. However, there's not nearly as much fear engendered from a floating, flag-flying pig. Players of a more epicurean bent might instead suddenly be sizing you up as a crafting ingredient as opposed to a formidable foe. Today's porcine Warhammer Online image comes to us from Sody Pop, who writes in to explain this very silly image: "This shot is right after a keep defense in Warhammer Online. Kurok, my guild leader, is holding the banner, but was unlucky enough to get transformed into a pig. The Wild Hunt live event has caused many an Order and Destruction player to be turned into bacon as of late."

Have you seen something silly in your favorite game recently? One Shots is always on the lookout for craziness in MMOs. If you'd like to share, send your screenshot in to us here at oneshots@massively.com. Be sure to include your name, the name of the game, and a description of what we're seeing. We'll post it out here and give you the credit!

One Shots: Mmm, bacon originally appeared on Massively on Tue, 07 Sep 2010 14:00:00 EST. Please see our terms for use of feeds.

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Now that the summer is over, it’s time to get a new job! Check out the latest jobs posted on the CenterNetworks Job Board. Subscribe to the CN Jobs feed and get all of the latest Web industry jobs delivered directly to you.

Featured Jobs:

• Director of Engineering at Buddy Media
• Creative Director at Viewpoints Network

More Jobs:

• Senior Ruby Developer at Extole
• Web Programmer at Office of Superintendent of Public Instruction
• Operations Systems Engineer at eMoneyAdvisor LLC
• Website Developer at Thought Equity Motion

Employers – Join other top companies on the CN Job Board. Post your jobs today – only $10!

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Facebook has come along way from being Mark Zuckerberg’s afterschool project. In fact “The Facebook Effect” author David Kirkpatrick implied at TechCrunch Disrupt that Facebook was so influential it should be governed by the United Nations, “They are too important to our culture to be left to a private corporation” he said.

But, despite the fact that at 500 million users Facebook has just under twice the population of the United States, it is a business not a country. And while Google is currently the most visited site on the Internet with about 170 million or so unique visits in July, the levels of interaction that we have with Facebook are more often and more intimate, which makes it the most important site on the Internet today.

The amount of time we spend on Facebook underscores the fact that we no longer live in geopolitical countries but digital ones. And we often as citizens of  digital domains forget that the end game of  these platforms is “make money” which means that companies like Facebook must take steps to preserve business models based on lead generation and the monetization of user data, and that those steps are often against users’ best interests, literally.

The conversion of profile interests into pages was one of these steps, and there are and will be countless other infringments as long as Facebook has a monopoly on social networking activities, especially in conjunction with the recently launched Facebook Places. Inevitably a business needs to survive, but should we as users set limits to what can be sacrificed for this survival? What controls do we have over any advancement towards data openness, especially those which we don’t necessarily have the technical background to understand? Do we have a right to a Facebook Bill Of Rights?

While Facebook has a somewhat neglected governance page, its own abandoned Bill Of Rights and even something called “Principles,” users still do not yet have an inalienable say in the company’s machinations. So, pulling from many of the complaint emails sent to TechCrunch as well as heeding to the recommendations put forth by organizations such as the EFF and the ACLU as well as countless blogger entreaties, we’ve come up with the following hypothetical list of  “rights,” our ultimate goal being the empowerment and education of users.

10) No Privacy “Bait And Switch” Facebook said for years that all information that users made private would always be private. Then it made names, photos, friend lists and other information unavoidably public. So “No bait and switch” is essentially “Don’t change privacy settings to be more open without prior user consent.”

9) Opt In, Not Opt Out “Opt In” needs to be the default for everything privacy related. Any Facebook default should never move users toward less privacy. The ‘wizard’ Facebook walked FB users through in December, where the default got swapped to ‘everyone’ is perhaps the most egregious example of lack of transparency. From now on no more December 2009,  i.e. all moves that force data sharing need to reveal exactly what the company intends to do with that data and the default answer better be “not very much.”

Freedom Of Data Export Users should have the freedom to share their data with anyone they want and take it with them anywhere they want, including removing it from the Facebook Service. While Facebook has alluded to eventually enabling this functionality in the past, there is currently no way  to export Facebook data, which means whatever happens on Facebook stays on Facebook to the ultimate detriment of users.

7) The Right To Permanently Delete Accounts At the moment the actualities of being able to do this are lost in the vagaries of activating and/or deactivating your account, which still gives Facebook the rights to your personal data and license to your IP. Facebook needs to provide a direct link to this and then make sure that when your profile is gone it’s actually gone, and not stuck in server limbo somewhere.

6) The Right To Data Security Facebook needs more transparency regarding how code is deployed, and needs to make the process more secure. We get the occasional emails about how Facebook has sent messages to the wrong people, exposing user email addresses and various sundry data holes. While all code has its flaws, Facebook needs to keep in good faith that its first priority is protecting user data from malware such as phishing schemes, for example.

5) The Right To Redress Regarding Suspending Accounts We also receive many tips from people who have had their accounts suspended and have no way to reach an actual person vs. an autoreply at Facebook. Seeing as though your Facebook account is now your online calling card, there needs to be a way to argue your case to an actual human being.

4) The Right To Clear Outlines of Privacy Changes Google recently simplified their privacy policy in the wake of an $8.5 million privacy settlement over Buzz. So while it might inhibit innovation to create one thing and never change it without somehow breaking your word, perhaps Facebook can continue to offer up a streamlined one sheet record of everything it’s changed privacy wise, and keep it current with all new product related updates and caveats.

3) The Right To Information On Third Party Sharing Facebook needs to explicitly lay out what it does with your user data and how it target ads exactly. The importance of this has increased in the wake of Place’s introduction, especially since the proposed business plan for many of the geolocational platforms including Facebook is selling user checkin data.

2) The Right To Opt Out Of Facebook Marketing This could be achieved with premium accounts, as Pandora does now, giving people a clear way to opt out of any kind of ad targeting or marketing. The ads would still be there, but they wouldn’t directly pull from your likes, giving you a greater sense of “privacy.”

1) The Right To Protections From Snooping Facebook Employees A guarantee of security around who has access to user data and how often it has been abused. While “scary” media reports that Facebook has a  “master password” abound and pranks like “Fax this photo” are cute, they lead us to believe that Facebook employees do not quite yet grasp the fact that with great power comes great responsibility.

Facebook is a private company that people opt in to use. In this sense, the situation is not analogous to a government document like the Bill of Rights, as that document is meant to define national law i.e. “I didn’t choose to be an American citizen, so I sure as hell want laws guaranteeing my rights as a citizen.” But Facebook has a de-facto monopoly on social networking and so it is nation-like, hence the above call to action.

Which in turn raises David Kirkpatrick’s larger question on whether or not Facebook needs more governmental regulation. Well, if you’ve got the ACLU and the EFF chasing after you every time you  announce a product development, than it might be time to listen and voluntarily enable at least some of these proposed measures before regulation catches up, because it will, sooner or later.

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One of the more regular complaints against Final Fantasy XIV's current open beta has been the lack of a hardware mouse. The currently implemented software mouse has certain issues, among them the fact that (like any software mouse) performance can vary wildly depending on your framerate within the game. Amidst all the clamoring of fans for an official fix, a fan looked into the code and realized that the game already has the support coded in... it's just not enabled.

The fan-written patch to address the issue notes up front that it's an entirely unsupported change, will be wiped out by each new patch to the beta (patches have been coming almost every day), and simply enables the existing code hidden within the game client. There's also no word from Square-Enix at this time as to how the company views this alteration, as it technically falls under the aegis of being a non-permitted modification to the client. Still, if you're in the Final Fantasy XIV open beta and have little hope Square will activate the code on its own, a fix is being made available.

[Thanks to Cliff and Amana for the tip!]

Filed under: Betas, Fantasy, Patches, News items, Consoles, Final Fantasy XIV

Fans dig out a hardware mouse in Final Fantasy XIV originally appeared on Massively on Mon, 06 Sep 2010 20:00:00 EST. Please see our terms for use of feeds.

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This is a guest post by Mark Suster, a 2x entrepreneur who has gone to the Dark Side of VC. He started his first company in 1999 and was headquartered in London, leaving in 2005 and selling to a publicly traded French services company. He founded his second company in Palo Alto in 2005 and sold this company to Salesforce.com, becoming VP of Product Management. He joined GRP Partners in 2007 as a General Partner focusing on early-stage technology companies.

I’ve had a post in my head for months – maybe longer – about the role of a CEO.   My primary role was “chief psychologist” and as I’ve learned over the past few years the same has been true as a VC.  Both are basically people businesses.

I finally got around to writing it having read Fred Wilson’s post about what a CEO does.  He says it basically comes down to three key functions:

• Sets the overall vision and strategy of the company and communicates it to all stakeholders
• Recruits, hires, and retains the very best talent for the company.
• Makes sure there is always enough cash in the bank.

Matt Blumberg, who runs one of Fred’s portfolio companies, Return Path, follows up with an additional three:

• Don’t be a bottleneck (make sure you aren’t holding up people’s work)
• Run great meetings (don’t be a productivity drain on the company)
• Stay fresh (be mentally and physically fit & attuned to what is going on in the world)

And I’d add to the world of “lists of three” the old adage that many VCs quote about boards having only three roles:

• Raising money
• Selling the company
• Hiring & Firing the CEO

These are good starting points and one day I’d like to elaborate more on the topic of running a company and as only I can do I will take these short lists and make them much longer

But today I’m going to do the opposite.  I’d like to boil down the role to just one critical function: chief psychologist.

1. Psychologist as the CEO of Employees –   Everybody wants to work somewhere “that is not political” but that place only exists in a mythical utopian island.  Even three person organizations are political.  Not when you first start but if you’ve been at it for 2 years or more you’ll know what I mean.

Almost by definition to be a great leader you need to be an effective psychologist.  If you want to grow you, as Fred’s post points out, you need to be able to attract & retain the very best talent.  Some entrepreneurs make the mistake of never devolving power.  They are control freaks and have to own all of the decisions.  This breaks Matt’s rule about not being a bottleneck.  This is the failure of many early-stage companies when they try to scale.

And the opposite is also true.  Leaders who trust people too easily and get divorced from the details are almost always failures.  It’s a paradox: control too much and you constrain growth, control too little and your quality lapses.

Anybody who has worked with me knows that I have these “control freak” tendencies as I think many leaders do.  We want quality, we trust our own instincts & judgments and we think that many people don’t live up to our standards.  But we know that ultimately being effective is about finding those people that do.  It often takes a while of experimentation and watching their results to start to trust them.  But when they start to meet and exceed your expectations it’s magic.  You’re suddenly free to focus your energies elsewhere.

Once you’ve been around for a few years, attracted some great people, landed real, paying customers and raised venture capital you’ve likely got a talented team around you.  Almost definitionally very talented people will butt heads.  It’s your job to give people enough space to flourish without conflict, resolve conflicts when they do occur, encourage your team members to perform at their best and set the culture by which they ultimately treat their colleagues and staff.

My first company was founded in Ireland, headquartered in England and had country operations in the UK, France & Germany.  Due to the language and culture issues in Europe we opted for a country structure with an MD in each country and local sales, marketing & customers support staff.  We obviously had the debate about whether these functions could be centralized but either strategy has its trade-offs.

This is akin in the US to having sales staff in NY, SF & LA with your HQ in one of these locations.

As each country grew it obviously vied for centralized resources: finances (to fund people development & marketing), technology development (they wanted to show their largest customers that they were willing to build in critical features or integrations required to win big deals) and also they wanted my time – out in the field and with their biggest customers.

As things got bigger we hired a head of European sales and a head of European marketing.  In your case this might simply be a VP of Sales or Customer Support for multiple locations.  Naturally the countries reacted negatively to reporting to a centralized figure in the UK (and of course to no longer reporting to the CEO).

I found that a lot of my time went into spending time with the country MD’s to show them that they were still important to me and that I was still willing to help with sales campaigns.  Equally I had to spend time with the heads of sales & marketing to keep them confident I wasn’t going to undermine their authority in the country operations.

But it wasn’t just about company structures.  If one sales guy had a banner year he wanted to know why the other sales guy wasn’t pulling his weight.  He wanted more resources allocated to him and he would begin wondering whether he might rise in the organization.  If any of you have built larger organizations I’m sure these types of issues will resonate.

Lots of requests for “just 20 minutes of my time.”

To try and overcome many of these issues we help all company meetings twice / year where we paid for EVERY employee (executive assistants, customer support staff, interns) in the company to come to a central location for a day-and-a-half of team building & fun.   Keeping things together was a function of re-energizing everybody: reminding them that they were important, reacquainting them with their colleagues and making sure that they felt part of something bigger / more important.

As virtually anybody in our company will tell you I was the last person to leave almost all of these events.  Not because I had to prove I was a party animal (although there was that) but mostly because I wanted everybody to have their private 20 minutes to tell me what was going on in their jobs, lives, careers.

I’m sure this mostly played the role of catharsis but I did remember almost every individual story and in my own way would try to make things just a little bit better in some small way over time.  It would surprise anybody who has never been a CEO the specificity and sometimes simplicity of the grievances:

• We haven’t gotten a new office printer in 3 years, I really can’t take it any more
• Their office pays for their coffee and ours doesn’t.  It doesn’t seem fair
• I don’t understand why she gets all of the best accounts.  How can I hit my quota selling to Deutsche Bahn – their sales cycles are so slow!

But this isn’t restricted to distributed teams, multi-country environments or even large companies.  We faced it when we were small.

I had developers who thought that the chief architect was a bottleneck – having to be involved in every decision.  Our most talented developer wanted to move to the US for personal reasons.  We kept him on a remote role – by far the best decision we could make.

The funny thing about a startup is that if you keep it together for several years life happens along the way.  We went through marriages, divorces, babies, deaths of close family members and even deeper issues like alcoholism.   Along the way it was my job to play the role of sympathetic counsel, mediator or bad guy depending on the situation.

It is such an under-discussed issue as we spend our time in startups mostly talking about products, marketing and fund raising.  And business schools seem to also over emphasize the quantitative skills over the human ones.  I guess the latter is harder to teach but I believe a bigger driver of success.

If you want to attract world class talent you have to be inspirational, persuasive and persistent (they best people always have other offers).  If you want to retain the best talent you have to be able to devolve power, coach people for performance, resolve conflicts, find ways to create growth opportunities, balance carrot / stick motivational techniques, etc.

And if you want to really be an effectively leader you need to know when & how to get rid of under-performers or bad seeds.  One of the most common “chief psychologist” asks of me as the CEO was to resolve an inter-personal conflict with another employee.  You can’t fudge these types of situations – you are often forced over time to pick sides.  And I’ll tell anybody who asks (or doesn’t) that I’d rather hire somebody with 90% of the skills and a great attitude than a bad seed with more talent.

2. Chief Psychologist As a VC – I am surprised by the extent to which my role as a VC has continued this “chief psychologist” trajectory.  I’ve often said that being a CEO is one of the loneliest jobs that there is because you’ve always feel the need to be self-confident and make sure others don’t sense any self doubt.  You’d love to tell your employees that you’re going through tough times / decisions but you don’t want it to affect them.

You want to be able to tell your VCs that you’re nervous your market will be limited but you’re worried that might affect your next funding round (or your job!).

So you internalize much as a CEO, which is why groups like YPO are so important for super successful entrepreneurs.

As a VC you see the insides of companies rather than the companies positive spin on TechCrunch.  I spoke to a VC recently who said, “if only my company was going as well as the Wall Street Journal says they are.”  That is not uncommon.

I have been involved as an investor in many CEO / founder disputes including many that are not in my portfolio.  I’ve had to sit with founders and talk to them about how we need to hire more senior staff as the company is growing and that person is not necessarily able to fill the new role we as a company need.  I’ve been involved in helping CEOs who are having disputes with investors and want to figure out how to resolve them.

I had one of these “chief psychologist” moments last week with one of my favorite young entrepreneurs.  His firm hasn’t yet performed up to the level at which he expected.  I opened up with a very blunt conversation about self confidence, self doubt, family pressure, peer pressure and the demands on a CEO.  I *think* he found the conversation relieving and confirming.

I’m no savant for being able to know his issues of the mind – I’ve been there.  Lived it.  And as a VC, mentor, angel investor and founder of Launchpad LA I live it as a routine of my life.  I had the CEO of a prominent site in 2006 come to me near tears about how she couldn’t take the stress of running her company any more.  I helped keep her calm and we focused on other possible outcomes (we eventually got the company sold for more than $7 million and she owned half of it).

Another prominent CEO was on the verge of both company & personal bankruptcy when we had lunch.  He and his family had guaranteed a personal loan on the company.

I think one of my most important roles a VC is that of chief psychologist.  I know it doesn’t sound glamourous but since the development of a company is such a roller coaster ride I believe that the best VCs understand the need to help counsel people – to be their best motivators.  Sometimes this is heat.  Sometimes this is light.  But not paying attention to the human element in company performance is being oblivious.

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The Smithsonian National Zoo has just launched a live webcam of the zoo’s four new baby African lion cubs and their mother. The cubs were born during the late night and early morning of Aug. 30 and 31 and will remain indoors until late fall.

The litter is the first for 5-year-old mother lion Shera, and the first surviving litter for 4-year-old male Luke. The new batch of cubs is part of an effort to develop a lion pride at the zoo, which has involved many years of planning.

Luke, Shera and her 6-year-old sister Nababiep started spending almost all their time in the yard together as a group six months ago. Shera and Luke bred in the second week of May. Over the past few weeks, the keepers started separating Shera to give her privacy and emulate the natural process.

In the wild, lions may wait up to six weeks before introducing their cubs to the rest of the pride.

Nababiep gave birth to a single cub in May, but it died when a straw seed got lodged in the lung, causing pneumonia.

“Since the unfortunate death of Naba’s cub, we’ve investigated various alternative bedding options,” lion-and-tiger-keeper Rebecca Stites said in a press release Sept. 3. “The use of bedding is imperative as it protects the cubs from trauma during the first fragile weeks of their lives. We’ve provided Shera and her cubs with shavings and soft hay with as few seed as possible.”

Keepers suspect that Nababiep is pregnant again.

The formation of prides makes lions unique among the great cats, many of which are solitary animals. In the wild, African lions are threatened by hunting, disease and habitat loss.

Image: Smithsonian National Zoo

See Also:

• Gallery: Robotic Sub Installs Deep-Sea Webcam
• Space Station Webcam Goes Live
• California Sea Otters Mysteriously Declining Despite Protection
• Desperate Efforts to Save Endangered Bats May Fail
• DNA Testing Finds Endangered Whale Meat in Restaurants
• Oil Disaster Shows Need for Endangered Species Act Overhaul

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We’d heard this was a great discussion but haven’t been able to get our hands on the footage until now. On July 29th senior corporate development executives from Cisco (Derek Idemoto), Facebook (Michael Brown), Google (Amin Zoufonoun), Microsoft (Fritz Lanman), Twitter (Jessica Verilli) and Yahoo (Taylor Barada) convened at Startup2Startup to talk about what kinds of companies they want to buy, and why.

The panel was moderated by CODE Advisors founder Michael Marquez, who was also a former corp dev executive at both Yahoo and CBS. He put together a panel of buyers that will represent most or all of the M&A activity in the online space over the next year or so, with the possible exception of AOL.

My favorite part is at 27:30 where each panelist says the top acquisitions that the person to their right should make. Watch everyone’s body language – lots of nervousness up there on stage. But the entire hour is worth watching if you’re even thinking about selling your company right now.

• 10:54 – Mike Brown gives some insights into high level strategy of Facebook
• 11:51 – Fritz Lanman talks about why Microsoft hasn’t been as active as its peers (although that will be changing)
• 13:33 – Fritz hits on the highlights of a typical M&A process
• 20:45 – “Speed Round”, all panelists comment on the areas they believe are most overhyped or underhyped
• 22:23 – “Speed Round”, all panelists comment on the best under the radar company
• 27:30 – “Role Playing” – Mike asks the panelist to speculate on the top acquisition choices for others on the panel
• 32:56 – Taylor answers how a company can best interact with Yahoo!
• 35:30 – Amin gives advice on how to best survive the Corporate Development process
• 39:50 – Fritz (and all other panelist) comment on the Corporate Development “bidding” process
• 52:07 – Panelists talk about M&A learning lessons from “failed” M&A
• 57:38 – Closing words of advice from each panelist

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Once upon a time I used to write about a grindy game. That game was called Aion. Eventually I dumped... er, gracefully handed off coverage of said game to the lovely and talented MJ. It wasn't that it was a bad game; I actually played it for over six months and enjoyed most of my time there, so much so that I still log in every few weeks. The grind did me in though, and it was only on those occasions when the double XP fairy left her intoxicating present under my pillow that I was ever really happy in the world of Atreia.

Fast forward a few months to EverQuest II, and the first double XP weekend on my watch has just concluded, leaving me bleary-eyed and wasted due to chasing those dings all Labor Day weekend long.

Once upon a time I wrote a column praising the virtues of double XP in that other game, but now I'm here to tell you that in the world of Norrath, it's not all it's cracked up to be.

Continue reading The Tattered Notebook: The dual nature of double experience

Filed under: Fantasy, EverQuest II, Opinion, The Tattered Notebook

The Tattered Notebook: The dual nature of double experience originally appeared on Massively on Mon, 06 Sep 2010 12:00:00 EST. Please see our terms for use of feeds.

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