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Is there a secret to becoming a successful business leader at a young age? We asked seven YPO members from around the world for their best piece of leadership advice. Read their answers. 
 
“My very first boss at the age of 22 told me, ‘Write down your values. Know your values. Never compromise your values.’ At that age, I wasn’t quite sure what I was going to do with that advice, but I followed it and it has served me well.” 
– <a href="http://www.ypo.org/?p=10843" title="7 Questions With… Kelly Mooney, CEO of Resource">Kelly Mooney</a>, chief executive officer of Resource and a YPO member in Ohio since 1998. 
 
 
“Focus on one project and give it a 100 percent.” 
– <a href="http://www.ypo.org/?p=10700" title="9 Questions With… Shahzad Ali, CEO of Zeus Capital Holding">Shahzad Ali</a>, founder of Zeus Capital Holdings and a YPO member in London since 2010. 
 
 
“Take chips off the table along the way. Most entrepreneurs roll the dice and, if they don’t win, have nothing to fall back on. I learned this the hard way.” 
– <a href="http://www.ypo.org/?p=10456" title="10 Questions With… James Donnelly, Founder of Castle Group">James Donnelly</a>, founder and CEO of Castle Group and a YPO member in Florida since 1998. 
 
 
“The sky is the limit. Nothing is impossible!” 
– <a href="http://www.ypo.org/?p=10935" title="10 Questions With… CEO Christine Sfeir">Christine Sfeir</a>, CEO of Meeting Point (Dunkin’ Donuts) and Treats Holding (<a href="http://www.semsom.com/" target="_blank">Semsom</a>, <a href="http://www.ypo.org/2014/07/10-questions-with-christine-sfeir/www.facebook.com/GreenFalafel" target="_blank">Green Falafel</a>), and a YPO member in Lebanon since 2011. 
 
“The most valued advice that I have received is not to be afraid of asking questions whenever something is unclear. It may not seem essential, but people in high positions are usually too proud to show their weaknesses or lack of knowledge, which can lead to many misunderstandings.” 
– <a href="http://www.ypo.org/?p=11283" title="8 Questions With… Mateusz Switalski">Mateusz Switalski</a>, president of Malpka S.A. and a YPO member in Poland since July 2013. 
 
 
“Respect everyone in your organization and be open to learning from them.” 
– <a href="http://www.ypo.org/?p=11391" title="10 Questions With… CEO Cynthia Cleveland">Cynthia Cleveland</a>, CEO and founder of <a href="http://www.broad-think.com/" target="_blank">BroadThink</a> and a YPO member in California since 1989. 
 
 
“You can’t be a leader and make tough decisions without upsetting some people. If you are going to make improvements or initiate change or do anything at all unique or innovative, it’s going to be disruptive for people. Some people will appreciate you for it, but there are just as many that will want to blame you for it. Once I realized that I can’t be the leader I need to be and be everyone’s friend, things got a little easier.” 
– <a href="http://www.ypo.org/?p=11139" title="9 Questions With… CEO Michael Sanderson">Michael Sanderson</a>, CEO of Sanderson Stewart and a YPO member in Montana since 2007. 
 
(The author of this article is Jovie Baclayon, YPO Director of Social Media) 
 
(YPO (Young Presidents’ Organization) is a not-for-profit, global network of young chief executives connected through the shared mission of becoming Better Leaders Through Education and Idea Exchange™. For more information, visit <a href="http://www.ypo.org/">www.ypo.org</a>.) 
 
(Cover Image: Thinkstock)

The Best Leadership Advice I Ever Received

Confidence returned amongst YPO CEOs in India in the first three months of 2016. The World Bank stated that India was the fastest growing economy in the world last year, with 7.3% GDP growth, and the rate of expansion is forecast to increase to 7.5% this year. 
 
The YPO Global Pulse Index for India rose 5.6 points to land at 66.4, putting it far ahead of the Asia composite score of 60.0 and ahead of all of the other leading economies in the world. 
 
<a href="http://bit.ly/1W2P7vW">YPO</a>, a network of global business leaders and chief executives, said that economic sentiment for Asia remained steady at an optimistic 60.0 in the first quarter of this year, despite significant fluctuations in confidence within the region. 
 
The YPO Global Pulse reported that business leaders in the region are now the second most confident in the world, trailing their counterparts in the European Union. 
 
Sentiment in China, the region’s largest economy, improved by 2.0 points in the first quarter of 2016 to 64.0, representing a higher than the average confidence level for the country. 
 
India, in particular, witnessed a rebound in confidence level, surging 5.6 points from 60.8 in the last quarter of 2015 to 66.4 in the first quarter of this year. Economic growth in India is being fueled by a vibrant service sector, as India has become a major exporter of business outsourcing services. 
 
 
 
“The general feeling seems to be that there are strong opportunities for growth and expansion, but CEOs will be cautious about taking on too much risk in the current economic environment,” said Paul Tao, managing director of New Heritage Investments Limited and network officer in YPO Hong Kong Chapter. "Increased confidence seems to be returning in the major economies of China and India, which would bode well for the entire Asian region going forward." 
 
Meanwhile, sales, employment and fixed investment outlooks were unchanged in first quarter. There was little movement from the previous quarter across the three major indexes in the survey, tracking sales, employment and fixed investment. The Employment Index for Asia slipped 0.3 point to 56.7, with 30% of CEOs forecasting an increase in headcount in the next 12 months. 
 
However, the ASEAN CEOs were less optimistic as emerging economies struggled. Confidence within the ASEAN countries fell away in the first quarter of 2016, as emerging economies in the region continued to feel the full effects of the Chinese economic slowdown. 
 
The YPO Global Pulse Index for ASEAN countries — Indonesia, Malaysia, Philippines, Singapore, Thailand, Brunei, Myanmar (Burma), Cambodia, Laos, Vietnam — fell 3.3 points to 56.9 in the first quarter 2016.

Confidence of CEOs in India surges after World Bank predicts 7.5% growth this year

Massive disruption and tech innovations are transforming the way we do business, share information, see the world and live our lives. For business leaders, this makes it particularly challenging to stay ahead of the competition and on top of the latest trends or technology. 
 
With the theme “Sharpen Your Edge,” as we look ahead to YPO EDGE 2017 in Vancouver, we asked 10 chief executives from around the world about how they stay sharp as business leaders. From meditation to having a clear vision of the end goal, here are their responses. 
 
1. TAKING TIME OUT IS CRITICAL 
I sharpen my edge by ensuring time out and off-the-grid. In this day and age, having time out is critical. I also read a book a month to keep me current on the topics relevant to my businesses and our success. 
 
—Carl Bates, Chief Executive of Sirdar Group and Co-founder of Contribution Compass, YPO member since 2010 in South Africa 
 
2. BUILD A CLEAR VISION OF YOUR PERSONAL AND PROFESSIONAL GOALS 
I have set my priorities and my values to have clear rules to follow when I am under pressure. I have built a clear vision to define where I want to go professionally and personally, and both need to be fully aligned. If I lose the balance, I review the integrated vision to realign. This makes me focus on what is important. I keep my health (body and mind) as a top priority. I practice, mindfulness, Pilates and healthy eating. Love and good relations at work and in life makes the rest of it. 
 
—Gemma Godall, Founding Partner of Instituto de Inteligencia Emocional, YPO member since 2008 in Spain 
 
3. HAVE FAITH AND STAY HUMBLE 
Have faith. Stay humble and respect all changes. Be faithful to your initial mission and often check back. Go ‘back to school’ at least twice a year to recharge. 
 
—Shiyin Cai, Founder and CEO of Mengxi Real Estate Development Ltd, YPO member since 2012 in China 
 
4. FOCUS ON ALL ASPECTS OF LEADERSHIP 
The world of business is moving at a pace never been seen before. Industries are consolidating, connectivity is changing the market place, competition is disruptive, and the war for talent is relentless. To remain a relevant leader in today’s environment, demands us to sharpen our edge in all leadership dimensions. 
 
—Michael Zacka, President of Tetra Pak Asia, YPO member since 2013 in Singapore 
 
5. GET OUT OF YOUR HEAD 
I keep my edge by meditating. I believe we need to ‘get out of our heads’ regularly to maintain momentum. 
 
—Greg King, Director of Ascot Capital Limited, YPO member since 2006 in Australia 
 
6. MEET NEW PEOPLE 
I stay sharp as a business leader by trying to meet a person outside my normal circles every two weeks. In an increasingly volatile world it’s important to get differing sources on information and viewpoints to help navigate the way forward. 
 
—Dhruv L. Pandit, Director of Executive Residency by Best Western, Nairobi, YPO member since 2004 in Kenya 
 
7. THINK LIKE A STARTUP 
Every few years I ‘restart’ my current core business by changing its products and direction completely. This keeps me on my toes and I am forced to think like a startup all the time. I also visit and help some of the less fortunate citizens of the world so that I am reminded that I have a higher purpose in life. Their success is my success. 
 
—Nina Chen, CEO of Harvest Education Technical College, YPO member since 2016 in Australia 
 
8. BREAK A SWEAT 
I start every day with a workout (usually SoulCycle). It energizes me, and keeps stress at bay. I’m at my best after a good sweat session; it always gets the day off to the right start. 
 
—Carolyn Betts Fleming, CEO of Betts Recruiting, YPO member since 2014 in the United States 
 
9. GO BACK TO SCHOOL 
Once every 10 years, I do a big course like an Advanced Management Program (AMP) or Owner/President Management (OPM). Every year, I try to attend one University and every six months an international YPO event. And I read a lot, especially the latest books about strategy and business models. 
 
—Enrique Quemada, President of ONEtoONE Corporate Finance Group, YPO member since 2012 in Spain 
 
10. PUSH YOUR BODY AND MIND TO THE EDGE 
To win you need to have strong mental discipline. I compete in endurance events which physically pushes my body and mind to the edge, this training keeps me sharp as a business leader. 
 
—Sebastien Eckersley-Maslin, CEO of BlueChilli, YPO member since 2016 in Australia 
 
(The article is authored by Jovie Baclayon - Social Media, YPO. YPO is the global platform for chief executives to engage, learn and grow. YPO members harness the knowledge, influence and trust of the world’s most influential and innovative business leaders to inspire business, personal, family and community impact. Leadership. Learning. Lifelong. For more information, visit YPO.org‬) 
 
(Image: Thinkstock)

10 ways to stay at the top of your leadership game

2012-13 <keyword id="852310" type="ORGANIZATION" weightage="20" keywordseo="YPO">YPO</keyword> international chairman, serial entrepreneur and e-commerce veteran <keyword id="3203810" type="UNKNOWN" weightage="20" keywordseo="chuck-davis">Chuck Davis</keyword> was recognized in March by the Los Angeles Venture Association in recognition of his remarkable business career. More than 300 leaders in the <keyword id="6357097" type="COMPANY" weightage="20" keywordseo="venture-capital">venture capital</keyword> community, including fellow YPO and WPO members, chief executives and founders of successful emerging companies, joined LAVA’s annual venture awards dinner during which he was named to the LAVA Hall of Fame. 
 
Davis currently serves as chairman and CEO of Prodege, parent company of Swagbucks. Since 2011, he has also been a venture partner at Technology Crossover Ventures and many other highly successful technology brands. He previously served as CEO of Fandango and Shopzilla/BizRate (now Connexity) as well as e-commerce president for The Walt Disney Company’s Internet Group. 
 
You have been in various leadership positions and started many companies. What’s behind your entrepreneurial drive? 
 I’ve been fortunate to be a son of a family business YPOer, have gotten leadership positions as a hired gun and been an entrepreneur. Each has its fun sides. The <keyword id="107737" type="ORGANIZATION" weightage="20" keywordseo="Entrepreneurship">entrepreneurship</keyword> role has been spectacularly fun because in this digerati new age we are writing new rules and chapters every day. 
 
Recently, I woke up at 3 a.m. to ensure I’d be able to buy an Apple watch as the pre-sale began at midnight. I believe this watch will create a whole new industry of tech companies building apps and products for it, and I want to learn about it as quickly as possible. 
 
I didn’t understand the iPhone when it first came out and why anyone would use it. And yet Fandango, another company I led, had one of the first four apps on it and it changed the company. I didn’t understand why anyone would want a tablet so I waited a bit to buy the iPad when it debuted. 
 
Twice burned, I want to be on the early learning curve with the watch as entrepreneurs want to find new opportunities and new ways of making our lives easier. That’s the true fun of being an entrepreneur. 
 
Is there special significance for to being named to the LAVA Hall of Fame? 
 
The Los Angeles Venture Association recognition was nice because (my wife) Jan and I still feel new as Californians even though we have lived here for 19 years. We spent a lot of time in New York, Philadelphia and Boston, and then ventured west where we knew no one. 
 
The YPO Los Angeles Chapter welcomed us to Los Angeles and then I went on the ladder, screening for new members, leading education and then becoming chapter chair. YPO helped make us feel at home in Los Angeles and be able to say ‘I am now an Angeleno.’ 
 
It was also nice to be recognized by the business community in LA with the LAVA award. I haven’t been in town much, especially during my international board chairman role, so maybe they were just telling me they are glad I’m back home again. 
 
What do you consider your greatest achievements, business or otherwise? 
 
I’ve been fortunate to lead two private companies to nice exits and hope to do the same in Swagbucks. I’ve got a great family with Jan, and our children Jared, who works at Appnexus, and Jenna, who is at Brown University. I have also served on many fun boards, for profit and nonprofit organizations. 
 
But my biggest accomplishment came in my role of coaching soccer. When I moved to Los Angeles, Jared was 5 and we missed the soccer cutoff for signing up “unless I would be a coach.” Jared had an under-10 boys travel team that was really fun, or at least the kids and coaches thought so. We must have been the worst team in California history, with 46 losses. But we had fun, stuck together and I went to coaching school to improve my game. The next year we were best in the state (61 wins). Even though I’m finished with that chapter, I still referee youth games on weekends when I’m in town. 
 
The lesson here is that it takes hard work but it’s important to get the skills needed to coach properly, coupled with getting the right kids in the right positions, something I try to do at work too. Hard work and learning is also akin to attending the Global Leadership Conference at YPO and learning how to be a great officer. In the end, I coached 600 games in 10 years split evenly across my two kids — that was a fun balance to running a company, climbing the YPO LA ladder while finding meaning in life by making significant impacts on several kids’ lives. 
 
Any other piece of advice for YPO leaders starting their YPO journey? 
 
I would encourage our up-and-coming generational leaders to fan out and get involved in more than just their work. Create good family-work balance. Donate time and find your own ‘giving back’ journey that might include coaching, tutoring, rounding out your safe zone and broadening your journey with more involvement. Society needs more participants and fewer spectators. 
 
(The author of this article is Rola Tassabehji, regional marketing manager for MENA, Africa and Europe)

Life, Leadership and Entrepreneurial Insight with Former YPO Chairman Chuck Davis

The confidence among <a href="http://www.businessinsider.in/searchresult.cms?query=business+leaders&amp;sortorder=effectivedate">business leaders</a> in Asia grew in the Q4 of 2016. As per the <keyword id="852310" type="ORGANIZATION" weightage="20" keywordseo="YPO">YPO</keyword> Global Pulse Confidence Index, <keyword id="4176943" type="UNKNOWN" weightage="20" keywordseo="business-leaders-in-Asia">business leaders in Asia</keyword> expressed more confidence and the number was up 1.2 points in the Q4. 
 
Business leaders in <a href="http://www.businessinsider.in/searchresult.cms?query=asia&amp;sortorder=effectivedate">Asia</a> reported a more cautious outlook than their counterparts in the United States but were more optimistic than chief executives in the European Union (EU). For the first time since October 2015, Asia lagged behind the YPO Global Pulse composite score, which reflected an upswing in confidence to an optimistic 62.2. 
 
Confidence among business leaders in China remained stable at 61.3, compared to 61.4 in the third quarter. While India reported a 3.2-point drop in confidence to 62.8, it still remains the most confident of Asia’s economic powerhouses. 
 
“It’s encouraging to see that the outlook is still firmly optimistic in each of the major markets and that confidence has quickly returned to most of the developing economies in the region. Clearly there will be some concerns about the potential impact of a more protectionist U.S. economic policy on global trade and a strong US dollar, and chief executives in Asia will be monitoring the situation carefully over the coming months,” said Patrick Siewert, Managing Director, The Carlyle Group, and YPO Regional Chair of North Asia. 
 
Meanwhile, In Asia, there were three key indicators pointed out in the YPO Global Pulse Index-sales, hiring and fixed investment, and they all increased in the final quarter of 2016.

Business confidence in Asia edges up as global outlook improves

The quarterly report of YPO Global Pulse, which states the outlook of CEOs across 130 countries, stated that the business confidence declined in the Q3 of 2015. 
 
The index stated that this was the fifth consecutive quarterly decline due to drop in oil prices, plummeting stock markets, slowdown in China, rising interest rates, etc. 
 
The YPO Global Pulse Confidence Index revealed that the confidence for the US declined 2.9 points but it was consistent with the GDP expansion of the country. 
 
Coming to Asia, owing to China’s slowdown, the CEO economic confidence dropped 4.7 points from 62 to 57.3 in Q3 of 2015. This is the lowest since 2009. 
 
However, even with slower growth in China, the confidence index for Asia at 57.3 is in line with the global index which declined 2.8 points in October to 58.1. The outlook for Asia can hardly be construed as worrisome. 
 
“As China struggles to transform from an industrial-based economy to a consumer-driven model, confidence in Asia has been adversely affected by the tight inverse relationship between the value of the U.S. dollar and commodity prices,” said Leon Teoh, managing director of Fortson Sdn Bhd and a member of the YPO SEA Dragon chapter. 
 
The ASEAN nations also witnessed a drop in export and confidence in Thailand fell 5.9 points and in Malaysia, it dropped 12 points. 
 
The business confidence in the Middle East and North Africa declined further. 
 
The top oil exporters of the world, Saudi Arabia and United Arab Emirates, also saw a drop in CEO confidence. 
 
(Image: Thinkstock)

Business confidence is on a decline in Asia, but there is nothing to worry about: YPO Global Pulse Report

After a successful career as a CEO in Vancouver, British Columbia, Canada and <keyword id="6357722" type="COMPANY" weightage="20" keywordseo="silicon-valley">Silicon Valley</keyword>, California, USA, founding a venture capital firm, hedge fund and angel fund and a couple of decades as an investor, Basil Peters has come to the conclusion that the last stage of the business life-cycle is where we blow it most often: The Exit. 
 By his observation, only about 25 percent of saleable companies have successful exits. To help you start thinking about executing an optimum exit for your company, Peters, a <keyword id="852310" type="ORGANIZATION" weightage="20" keywordseo="YPO">YPO</keyword> member since 1988, shares some of his top tips. 
 
Have an exit strategy 
This should be an essential part of every business plan. Even as a single-owner business or a CEO talking to yourself in the shower, you need clarity about your exit – it will impact a surprising number of daily decisions. 
 
Learn about the industry 
M&amp;A has changed dramatically in the last decade – many of the old rules no longer apply. Understand the myths, misconceptions and outright lies of the M&amp;A industry and know the truth about what is possible right here, right now. 
 
Be proactive, not reactive 
People think if they run a good business, when it’s “time,” somebody’s going to magically knock on their door to buy their company. This occasionally happens and when it does, it’s almost never good news for the shareholders; with only a single bidder, the probability of a successful exit is dismal. Optimum exits require strategy, planning and excellent execution. 
 
Build the best exit team 
Peters is convinced that some who didn’t make it in the used car industry got into M&amp;A. This is a completely unregulated industry and there are no recognized credentials like there are for doctors, accountants and lawyers. 
 
(The article is written by Deborah Stoll, YPO) 
 (YPO is a global community of chief executives dedicated to becoming <keyword id="2479132" type="UNKNOWN" weightage="20" keywordseo="better-leaders">Better Leaders</keyword> through <keyword id="1180013" type="ORGANIZATION" weightage="20" keywordseo="lifelong-learning">Lifelong Learning</keyword> and Idea ExchangeTM. The YPO platform provides more than 24,000 members in more than 130 countries. For more information, visit www.ypo.org.)

The Exit: Don’t Blow The Biggest Deal Of Your Career

After raising funds for two startups – Freeallmedia.com and Playallgood.com – Jordan Glatt has amassed a treasure trove of best practices, among them, the importance of communicating your passion. 
 “Like all of us in life, investors don’t care how much you know, until they know how much you care,” says Glatt, who joined <keyword id="852310" type="ORGANIZATION" weightage="20" keywordseo="YPO">YPO</keyword> in 1994. He shares five tips to help position you for success during the fundraising process. 
 
1. The Story Matters 
Investors want to know the genesis of the idea, how you got involved and why. It is during the telling of the story that the investor is gaging your passion; if you are not enthused why should they be? 
 
2. Ask for Advice Not Money 
Initial meetings with investors are easier if you engage them based on their knowledge and not simply as a checkbook. In my experience, when you ask for advice, you get money and when you ask for money, you get advice. 
 
3. The Company You Keep 
Your first investor is your most important. The better their reputation and track record the easier it is to attract other investors. No one wants to be alone in a deal; investors want to feel like part of the club. 
 
4. Temper Expectations 
If there was ever a time not to over-estimate success, this would be it. You can have a perfectly successful start-up but when expectations are missed, everyone’s attitude towards the deal begins to sour. It is more fun to beat the plan than to miss the plan. 
 
5. Communication is Key 
Be careful to not just send the good news; an honest appraisal of the good and bad will gain credibility. Every investor knows success is never a straight line, so don’t claim it is. Instead, explain how you have dealt with the challenges you’re facing and remember that most investors are investing in management first, ideas second. 
 
This article was brought to you by YPO’s Deal Network 
 
(YPO is a global community of chief executives dedicated to becoming Better Leaders through Lifelong Learning and Idea ExchangeTM. The YPO platform provides more than 24,000 members in more than 130 countries. For more information, visit www.ypo.org.)

5 key fundraising lessons

Between January 2013 and March 2014, Chinese direct acquisitions of commercial <keyword id="6354553" type="COMPANY" weightage="20" keywordseo="real-estate">real estate</keyword> (CRE) in the United States totaled US$5.8 billion – more than twice the cumulative amount invested in the previous eight years. China is now the second largest foreign investor after Canada, with an 8-percent share of the total cross-border investments in U.S. CRE. 
 In light of this, Reza Etedali co-chaired a sold-out <keyword id="852310" type="ORGANIZATION" weightage="20" keywordseo="YPO">YPO</keyword> event, The Growing Wave of Chinese Investments in U.S. Real Estate, alongside Wei Chen on 29 April 2015 in Los Angeles. Etedali joined YPO in 2008 in California; Chen joined in 2009 in Tennessee. The event was a joint-effort by YPO’s Global Real Estate Industry Network and Doing Business With China Network. 
 
As CEO of REZA Investment Group, Etedali is responsible for a multibillion-dollar transaction track record as the premier retail real estate investment advisory firm. The group focuses resources on shopping centers and other retail investment opportunities with clients that run the gamut from major Chinese and American real estate investors and developers. 
 
Etedali’s and Chen’s experience was the foundation of the architecture of April’s event. Discussions revolved around sharing best practices and insights for raising Chinese capital, understanding current and future trends and discussing the cultural challenges inherent in East meets West deal making. 
 
Recognize Cultural Differences 
 
“There are significant cultural differences between the United States and China,” says Etedali. “Understanding these differences and building a solid and personal relationship with Chinese investors is key to making a deal work.” 
 
While cultural differences like communication and body language are frequently discussed, the more structural disparities that can affect a deal are often not. 
 
“America has a lot of systems in place that do not exist in China,” says Etedali. “In America you negotiate in the beginning and proceed to close. In China, sometimes the negotiating continues all the way until close.” 
 
 
 
Establish Personal Relationships 
 
The system of trust within the U.S. business structure is very different from that of China’s. 
 
“Typically when we open an escrow we don’t think about the person behind it,” Etedali explains. “In China, your business partner will ask, ‘Who is the individual you’re sending the money to? What’s their name? Do you have a relationship with them?’” 
 
One of the biggest lessons learned over the course of the event was the importance of building a relationship prior to negotiating terms. 
“In China, first you build a personal relationship and then you do business,” says Etedali. “First you take your potential clients out to dinner, have them over to your home. Once you know them personally and a connection is built, everything else happens easily. If you skip this part you’re in for a tough proposition.” 
 
Understand New Trends in Capital Flow 
 
Another major topic of discussion at the event was new trends in capital moving from China into the U.S. 
 
“The government is continuing to ease the flow of capital out China,” says Etedali. “The Chinese real estate market has significantly slowed and many investors – for diversification purposes and for higher returns – are now looking to United States.” 
 Recognizing that a balanced flow of capital going both in and out of a country creates a healthy <keyword id="34412" type="ORGANIZATION" weightage="20" keywordseo="economy">economy</keyword>, the Chinese government has been removing many of the controls that used to be in place, encouraging money to leave China. 
 
“Since there has been so much capital going into China over the past few years the government wants to promote investment capital going from China to other countries,” says Etedali. “This will also ensure better relationship with other nations. 
 
The more buyers and investors you have in the property market the more stable the prices get. In the long term, more foreign investments create a stronger support for the values in U.S. The capital is more patient and can invest in development deals with more patient capital than what has previously been seen from U.S. investors.” 
 
While cultural differences are still seen as the greatest challenge when it comes to the U.S. doing business with China, overcoming these differences can give you incredible leverage. 
 
“Once you build a strong relationship, transactions are much easier to execute,” says Etedali. 
 
Learn more about <a href="http://www.ypo.org/?page_id=16869" title="Peer-to-Peer Networking">peer-to-peer networking in YPO</a>. 
 
The author of this article is Deborah Stoll from Young Presidents’ Organization (YPO). 
 
This article is brought to you by YPO networks. YPO has more than <a href="http://www.ypo.org/?page_id=16869">50 business, personal and social impact networks</a> dedicated to robust education and idea exchange providing members with instant confidential connections to other YPO members around the world.

Doing Business With China: Exploring Culture and New Trends

Hotel <keyword id="3804605" type="UNKNOWN" weightage="20" keywordseo="tibet-international-pvt-ltd">Tibet International Pvt Ltd</keyword>. Managing Director Dorje Lama Lama was born in Kathmandu, Nepal, an area that dates back to the 12th century AD, during the time of the Malla dynasty. Squeezed in-between the Tibetan plateau and the plains of China and India, Nepal has long prospered from its location as a resting place for traders, travelers and pilgrims. 
 
Growing up in this storied culture, Lama was aware of Nepal’s potential to evolve into a burgeoning metropolis with a strong hospitality sector. In recent years, young Nepalis have done just this, creating a diverse capital replete with stylish boutiques, organic restaurants featuring home-grown vegetables, nightclubs and a wildly popular “creative collaborative work space” culture that rivals that of many major cities. 
 A member of the <keyword id="3804606" type="UNKNOWN" weightage="20" keywordseo="ypo-nepal">YPO Nepal</keyword> Chapter since 2014, he discusses Nepali culture, the steel girders of leadership and some of the challenges of running a hotel when the lights go out. 
 
What initially drew you to the hospitality industry? 
Between Tibet’s beautiful landscape with Mount Everest as its backdrop, the novelty of it being Lord Buddha’s birthplace and the potential of religious tourism (not to mention the fact that it is located between two growing Asian economies), I believed it was a prudent sector to invest in. 
 
Unlike many industries, a hotel must cater to people from all over the world with all manner of needs, desires and demands…how do you train your staff to accommodate? 
The mantra for our staff is, “service with a smile.” Keeping guests from across the globe from different age groups, cultures, backgrounds, languages and tastes satisfied is a Herculean task, but not impossible. Using compassion and kindness in dealing with any kind of situation or any kind of person is the best way. The human touch should never be lost. 
 
What is different about managing a hotel in Nepal than one in the UK, Argentina or the United States? 
Primarily because the hotel is situated in Nepal, we have certain issues regarding managing and running the property, which I believe other countries do not, i.e., issues with electricity (we have frequent power outages and must always have working generators) and fuel and cooking gas (we need to always maintain a good stock because they are imported from India). These things create hindrances for a smooth operation, but despite this, the country has much to offer. Hotel Tibet International was created on the foundation of Tibetan culture and hospitality, which makes you feel like you are in the most mystical place yet with familiar, smiling, faces always ready to serve and help create beautiful memories to take back home. 
 
How much do you rely on customer feedback to comprehend their experiences? 
Customer feedback is very important to us because we are in the service industry. We want to understand human needs and expectations and be able to adjust to the changing times. That is one reason I travel and become a guest myself – in order to experience the various pros and cons of a property so that I can improve service for my own guests. 
 
How do you stay on top of industry trends? 
By reading national and international newspapers and business magazines, attending conferences and seminars related to the industry and by traveling to at least one new destination every year. 
 
What is the best piece of leadership advice you have received? 
It’s not advice, but a quote I live by, “Leadership is not a position or a title, it is action and example.” –Donald McGannon 
 
What is the most difficult leadership lesson you have learned? 
A leader is nothing without a good team, and to build a loyal and efficient team demands a lot of effort and patience. To create a team that can not only work together, but trust each other, is a big challenge. 
 
What is one must read book for business leaders and why? 
“Cold Steel-Lakshmi Mittal and the Multi-Billion-Dollar Battle for a Global Empire,” by Tim Bouquet and Byron Ousey. It’s an interesting read because of the nature of steel this man is made up of; not giving up and fighting until the end is what creates a great leader. 
 
Do you have a hobby, talent or interest that might surprise people? 
I have a flair for interior decorating. 
 
If you were not in the hospitality industry, what would you be doing? 
I would be in construction. I love construction and creating properties. 
 
How has being in YPO positively affected your business or leadership? 
YPO has exposed me to a bigger scene in the business sector. It has positively motivated me to dream big and to think of the world as a playing field and not just limit myself to one place. 
 
What are the top three insights you’d like to share? 
1. Business – Follow your passion. 
2. Personal – Keep a good company of friends; positivity is essential in every aspect of life. 
3. Life – No matter what pinnacle of success you achieve, stay humble and grounded! 
 
(The article is authored by Deborah Stoll, YPO Writer) 
 
About YPO 
 
YPO is a global community of chief executives dedicated to becoming Better Leaders through Lifelong Learning and Idea ExchangeTM. The YPO platform provides more than 24,000 members in more than 130 countries. For more information, visit www.ypo.org.

Bringing A Mystical, Hospitable Experience To Nepal

Adapted from Japanese Jiu-jitsu and judo in early 20th-century Brazil, <keyword id="1358350" type="UNKNOWN" weightage="20" keywordseo="Brazilian-jiu-jitsu">Brazilian Jiu-jitsu</keyword> (BJJ) is a grappling martial art and self-defense system that uses throws, holds and locks to incapacitate an opponent. Many of you may be familiar with BJJ thanks to the Ultimate Fighting Championship (UFC) and other mixed martial arts organizations. Or martial arts masters such as Royce Gracie who helped catapult BJJ into the mainstream in the 90s due to winning many of the early UFC tournaments by submitting significantly larger opponents via chokehold or joint lock. 
 
What you may not know is that Gracie was the smallest and weakest of his brothers and cousins. He was chosen as the prolific Gracie clan’s representative in the first UFC to demonstrate the awesome power of leverage and technique over size and strength. 
 
As a black belt and practitioner for over 11 years, I have dedicated thousands of hours to studying and training BJJ and have applied its principles in my personal relationships and business career. I would like to share with you three principles that I find particularly useful. 
 
Don’t worry – for those who find BJJ a bit esoteric and confusing, I will also provide additional references to more mainstream sports as well. 
 
Protect Yourself at All Times 
 
First and foremost, BJJ is about survival; it emphasizes defending against larger and stronger opponents, and ensuring that you take minimal damage before launching your own attack. 
 
However, many beginning students are initially captivated by the range of chokes and joint locks. They are in such a rush to submit their opponent in stunning fashion that they leave themselves open to defeat. 
 
A corresponding example would be the boxer so focused on winding up for the devastating knockout punch that he drops his hands and leaves his own chin exposed, resulting in getting knocked out himself. 
 
In business, I therefore always seek to protect my downside risk and try not to overextend my team’s resources to the point where the entire organization is weakened. For example, when considering an acquisition, I first think whether or not the team has the resources and capacity to integrate. If facing a difficult negotiation, one of my primary goals is to minimize negative outcomes rather than chase the huge win. 
 
Make a Frame 
 
Everyone intuitively understands the power of a frame. If you drop down into a squat position, your leg muscles will burn out in a matter of minutes. However, you can stand straight for hours because your leg bones align to create a skeletal frame that can support your entire body weight with ease. 
 
The same is true in BJJ. If I need to push a larger and heavier opponent, I can’t rely on my muscular strength, which will quickly be exhausted. Rather, I need to try and make strategic frames that will move my opponent without expending energy. 
 
The parallel in the business world is relying upon individual people versus processes and systems. People are like muscles; they can be extremely effective but are also prone to getting tired or strained. Processes and systems are akin to frames; when properly aligned, they can function well for far longer with minimal effort. 
 
I constantly strive to create redundancy and build processes that can be run by multiple people in our organization. We document procedures and make sure that key knowledge is not locked inside the head of individuals. 
 
Definition of a Black Belt 
 
When I first started training, I thought of a BJJ black belt as an effortless master of grace and violence, an invincible warrior. As I got further involved into the community, I instead learned the true definition: “A black belt is simply a white belt who never gave up.” 
 
When the day of my own black belt promotion arrived, I was suffering from a stomach virus and high fever. The promotion ceremony included teaching a class and sparring with several opponents in a row, but I was so sick and weak that I had to quit halfway through. This failure is still enormously painful to me. 
 
After receiving the belt, I approached my professor, Chet Quint, and actually tried to give it back to him; there was no way that I deserved the promotion after such a poor performance. But Professor Quint replied, “You are earning your black belt because of who you are and your commitment over the last 10 years, not today.” 
 <keyword id="852310" type="ORGANIZATION" weightage="20" keywordseo="YPO">YPO</keyword> members are undoubtedly the “black belts” of the business world. Yet after joining myself this year, I have realized that the same definition applies – most YPO members have repeatedly persevered through a wide array of personal and professional challenges and simply been determined to succeed. It is the unyielding desire to seek solutions and start again that makes one truly invincible, in business or in life, not any one incident. 
 
Brazilian Jiu-jitsu has had a profoundly positive effect on me, and I’m looking forward to a similarly enriching journey of growth and self-discovery with YPO. I would also highly encourage YPO members to start learning BJJ themselves as it is the quintessential stress reliever – nothing takes your mind off business concerns faster than fighting for your life! 
 
(The article is authored by Matt Huttner, WorldStrides PTY. LTD, Member of YPO) 
 
(YPO is the global platform for chief executives to engage, learn and grow. YPO members harness the knowledge, influence and trust of the world’s most influential and innovative business leaders to inspire business, personal, family and community impact. Today, YPO empowers more than 24,000 members in more than 130 countries, diversified among industries and types of businesses) 
 
(Photo: Columbia.edu)

The gentle art of business: Drawing inspiration from Brazilian Jiu-Jitsu

Fortune magazine released its annual “40 Under 40” list in October and four of the coveted spots went to YPO members, each working in fields divergent in purpose, but ultimately similar in mission. 
 
 
 
Nate Morris, 33, made the coveted list with his first foray into business,Rubicon Global, a waste management company that brings an Uber-like approach to garbage by matching multinational clients with local haulers. 
 
“My background is in policy, I had never started a company or worked in the private sector before,” says Morris, who joined the YPO Bluegrass Chapter in 2012. “I’m learning a lot as I go and YPO has been helping to educate me – it’s kind of been like grad school.” 
 
Rubicon’s innovative model of democratizing waste management is augmented by its mission to help recycle more, while reducing costs. 
 
“I believe the environmental movement can be led through the free market as opposed to more regulation and more government, says Morris. “I think waste is a gateway issue into a larger discussion of how we can help the planet.” 
 
So was it moxy, faith or a combination thereof that allowed him to max out his credit cards in order to launch? 
 
“We’ve never been shy about being bold and going out on a limb. We were big dreamers in the beginning.” Morris laughs, “It’s kind of good to paint yourself in a corner. It’s gotta work!” 
 
 
 
For Julie Smolyansky, 39, president and CEO of Lifeway Foods, making the list was a big surprise. 
 
“I’ve been aware of the list since I was in my twenties but had given up thinking I was going to make it,” she says. She joined the YPO Chicago Chapter in 2003. “You do your work every day but when you wake up and someone says, ‘Hey we want to recognize you for your work,’ that’s really an honor.” 
 
The honor has given Smolyansky a sort-of “reset of her career,” compelling her to consider how to push herself even further. 
 
“It made me think, ‘what else can I do, where can I scale my career and really have lasting impact? What does it mean for me that I have this platform that can help me realize the things I really care about?’” 
 
Aware of the age-old struggle women endure, thinking they can’t be a good mother if they’re working or vice versa Smolyansky says, “As a leader, one of the best things I can do is to show that a young woman, a non-traditional leader, can run a company and have a family. I believe that will help other women feel the same way. If we can create female titans, the world will be a better place.” 
 
 
Rahul Sharma, 37, hit US$1.2 billion last year in revenue with his consumer electronics company 
 
Micromax Informatics Limited, a scale that has the potential to expand even further thanks to a deal with Google to make sub-US$100 phones for the Indian market. 
 
As co-founder and CEO of the 10th largest mobile phone player in the world, Sharma is helping pioneer the democratization of technology in India by offering affordable innovations and removing barriers for large-scale adoption of advanced technologies. He joined the YPO Delhi Chapter in 2013. 
 
Similar to the way in which the Internet has helped promote increased citizen advocacy and government transparency, communication technology is one of the most important driving forces of modern civilization. Sharma’s disruption of the “digital divide” has the potential to lead to increased global connectivity, increased communication and transparency and access to information. 
 
 
 
It comes as no surprise that Michael Patterson, 39, likes spy novels. While in the U.S. Navy, Patterson helped plan the military’s first drone-enabled strikes back when drones themselves couldn’t carry missiles. He left the Navy shortly before 11 September 2001, but returned to the military briefly to assist in retargeting the drones after the attacks on the World Trade Center. 
 
In 2007, Patterson co-founded Highbridge Principal Strategies, one of the first hedge funds to focus on direct lending. With US$7 billion currently in his funds – the majority made up of loans to distressed low-profile, mid-sized companies – Patterson has become the go-to guy for companies in trouble, or, as he puts it, “companies that need help with complicated problems.” He joined the YPO New York City Chapter in 2010. 
 
When Fortune asked what he would tell his 20-year-old self, Patterson said, “Construct your own definition of success, don’t let the world do it for you. Just because someone puts a carrot in front of you doesn’t mean you have to chase after it.” 
 
(The author of this article is Deborah Stoll from Young Presidents’ Organization (YPO)). 
 
(Image: Thinkstock)

YPO: What Drives the 40 Under 40?

Sabrina Kay came to America from South Korea as a teenager, learned English as part of an 18-unit college load while working at her parents’ fashion retail stores and raising her daughter as a single mom. She started California Design College (now the Art Institute of California) in her 20s, sold it in her 30s with enough money to retire, founded a variety of new businesses, sold those and earned enough money to become a philanthropist. She joined the <keyword id="852310" type="ORGANIZATION" weightage="20" keywordseo="YPO">YPO</keyword> Bel Air Chapter in 2000. Amidst all of her successes, she discovered that what she really wanted to do was teach. 
 
After completing her doctorate degree in work-based learning leadership at the University of Pennsylvania, Kay developed a model of teaching based on Wharton’s elite professional education model, but with a different focus: undergraduates. By connecting employers’ needs with the classroom curriculum and focusing on pre-employment training, Kay’s plan was to enhance corporate training efficiency and students’ social mobility and career opportunities. She soon found her ideal laboratory in the form of Fremont College in Los Angeles. 
 
“Fremont College is an evolving laboratory with the goal of implementing a new collaborative and experiential learning model delivered via blended learning and the latest technology and analytics. Most companies are not educational institutions. That’s not their business, but most companies need just-in-time education as the industry changes,” says Kay, who became its CEO in 2007. 
 
Sabrina Kay YPO - Young Presidents Organization 2Kay’s biggest dream is pre-employment training for corporations. “Corporate America spends US$170 billion a year training its employees while our colleges and universities spend US$500 billion educating graduates,” she says. 
 
By designing the curriculum according to employers’ needs, Kay strongly believes it’s possible to produce the most effective higher-education system in the world. Currently, the United States K-12 educational system is ranked 25 out of 30 among developed countries. In a recent survey by the Organization for Economic Cooperation and Development, U.S. adults scored far below average and better than only two of 12 other developed comparison countries, Italy and Spain. 
 
“For the past 20 years, these students who received the third-world education grew up, and they are now leading our economy,” says Kay. “Our institutions and corporate training programs must join forces to make an impact on learning.” 
 
“The knowledge in human capital is the most important competitive edge in today’s marketplace. For instance, in our digital media strategy program, if Google releases a new version of AdWords, we can remove an outdated PPC course and launch an updated one in a matter of weeks, not years. As a result, we provide the most employer-relevant content for any industry at any given time. We have a team of instructional designers that can work with various corporate training programs for any sector and get the learning off the ground as long as the employer is willing to hire more than 500 graduates every year continuously.” 
 
YPO members understand the importance of education and the excitement generated by learning and dedicate themselves to becoming better leaders through education and idea exchange. From Global EDGE to the Harvard Presidents’ Program to the plethora of engaging and adventurous events around the globe, members are on a perpetual quest to expand their minds and learn new ways to help create a better world. Fremont College provides this opportunity to YPO and WPO member-company employees and saves tremendous expenses by proposing it as pre-employment training. 
 
“My mission in life is to teach the world. And the mission of Fremont College is to help students discover their passion and talent regardless of age, and to understand that giving back to the community and making this world a more beautiful place ought to be one of their goals in life.” 
 
Fremont College Tiger Scholarship Sabrina Kay YPOKay founded the Sabrina Kay Charitable Foundation in 2002 and has been serving as chairman of After-School All-Stars Los Angeles, a youth organization founded by former California State Governor Arnold Schwarzenegger that gives middle-school students a place to go between the crucial hours of 3-6 p.m., when they are often tempted by the lure of the streets. 
 
Kay also supports International Medical Corps as its leadership council member, an organization that has provided aid to more than 50 countries, led by Nancy Aossey, who joined the YPO Los Angeles Chapter in 1997. International Medical Corps was an important presence in the rebuilding of Indonesia after the tsunami, the distribution of food and water to victims of the earthquake in Haiti and the treating of cholera in Eastern Congo. For Kay, working with International Medical Corps has also helped satisfy a very personal quest to help the U.S. remain an icon of freedom and democracy. 
 
Additionally, Kay serves on various charitable and civic organizations, such as Los Angeles Sports &amp; Entertainment Commission, The Kitchen Community, and California Fashion Association. 
 
One would be hard-pressed to find a better-equipped person out there than Sabrina Kay, who has walked the walk and (learned to) talk the talk, to create a resilient, successful generation of young business leaders. 
 
“Since I couldn’t speak English, I learned to listen more carefully. Because I was a poor single mom, fearful of not being able to provide for my daughter, I started a business and achieved success. Because I had to support my parents, they lived with me and became role models for my daughter. Adversity is just an opportunity that has not realized its full potential.” 
 
(The author of this article is Deborah Stoll from Young Presidents’ Organization (YPO). 
 
YPO (Young Presidents’ Organization) is a not-for-profit, global network of young chief executives connected through the shared mission of becoming Better Leaders Through Education and Idea Exchange™. For more information, visit www.ypo.org. 
 
(Image: Thinkstock)

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