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<h2></h2><ul class="summary-list"><li>Newly-appointed managers may feel lacking in <keyword id="11893566" type="UNKNOWN" weightage="60" keywordseo="leadership" source="Orion">leadership</keyword> experience and training. </li><li>It's up to managers to get to know their reportees individually as well as establish clear team goals.</li></ul><p>Making the leap from individual <keyword id="12135632" type="UNKNOWN" weightage="60" keywordseo="contributor" source="Orion">contributor</keyword> to manager can be fraught: for the new manager, their direct reports, and the organization as a whole.</p><p>New managers tend to rise into their position based on past success. But few have the experience or training to effectively manage a high-performing team.</p><p>This is a huge problem for organizations large and small, according <a href="https://www.kellogg.northwestern.edu/faculty/directory/king_stephen.aspx">Steve King</a>, an adjunct professor of executive education at Kellogg and former executive vice president of human resources at Hewitt Associates, where he oversaw HR for the firm's 25,000 associates.</p><p>"Senior executives count on frontline managers to make things happen," King said. After all, the vast majority of a firm's employees report into frontline or middle managers, not those at the top of the organization. Yet, executives often overlook frontline managers' need for clear guidance and direction about change efforts.</p><p>Leaders often mistakenly presume that managers are already trained and proficient at rolling out changes with their teams - and that the benefits of the changes they are proposing are self-evident - so there is little need to explain or clarify things to managers and teams.</p><p>In King's view, new managers need to master three critical skills to succeed in their roles.</p><h2>1. Know what kind of team you are leading</h2><p>Frontline managers need to understand whether their team is comprised primarily of individual contributors or whether it is highly collaborative. And then, they need to set goals accordingly.</p><p>"For example, <a href="https://www.teamusa.org/USA-Wrestling/Features/2015/June/09/Is-Wrestling-a-Team-or-Individual-Sport">a wrestling team</a> and a football team have a very different kind of team dynamics," King said. "They're both teams; they just need to be managed differently."</p><p>Some sales leaders set revenue goals for each salesperson and offer financial incentives for their individual efforts. Others set team revenue goals and reward the team when they collectively hit their target. Neither approach is inherently more effective, but the team approach drives greater collaboration.</p><p>Early in the pandemic, teams comprised of individual contributors were more nimble than highly collaborative teams because they had already established processes to work independently, come together as a group, and share information. Interdependent teams that relied on face-to-face interactions had to establish new ways to collaborate.</p><p>But individualized teams require special attention, too. Many frontline managers fail to articulate what King calls "metagoals," or the shared goals among individual contributors. If individual contributors don't see their work in the context of the company's larger goals, it's easy for conflict to arise. It may also be a sign that the team … isn't really a team.</p><p>King recalls a manager tasked with coordinating three groups to work together on a project. After a lot of pushback from the groups, the manager realized they had failed to define their common goal. This led to a robust conversation where all the parties concluded that there was no common goal.</p><p>"In the end, the groups needed to act independently on three different goals," King said. "They were, in fact, three separate teams. We're trained to think 'one organization, one goal,' but that isn't always true."</p><h2>2. Know how establish clear goals</h2><p>The promotion from individual contributor to manager often comes with a reality check: Managing teams means dealing with tough interpersonal dynamics, from trust issues to personality clashes to competing ambitions.</p><p>"Many managers mistake these conflicts for personality clashes," King said. "But more often than not, what presents as a relationship problem - people blaming one another, bad group dynamics in meetings - is the result of the manager failing to clarify the team's goals."</p><p>Managers also have to ensure that team members understand the process for achieving these goals - and especially which team members are empowered to make which decisions. By clearly stating which team members can decide on a course of action ahead of time, managers preempt disagreements.</p><p>Say, for example, two team members are tasked with handling a company's marketing initiative. If both people think they have the right to make decisions about the tone of the outreach emails, their manager has set up a situation where conflict can easily arise. Being clear about who holds the "decision right" will decrease the likelihood of conflict.</p><p>King stresses that such alignment is especially key when the team's goals shift. Managers should explicitly state what has changed and the ways these changes will impact the team, as well as individuals.</p><p>"Teams have learned this lesson as we've grappled with Covid," King said. "Supply-chain issues have prompted changes in goals, which has meant changes in work processes and team-performance expectations."</p><p>For example, if a revenue target shifts from $500,000 to $300,000, the manager can say, "'We have a new goal here. Let's talk as a group about how we're going to achieve it and what roles everyone is going to play in getting that done.'"</p><p>With goals in flux and work processes being revisited, frontline managers need to dedicate time to identifying any stressors that might bubble up under the surface and disrupt team dynamics.</p><h2>3. Teams need feedback, too</h2><p>As customary as it is for managers to set clear, appropriate goals for their team members, those same managers often fail to provide regular, clear feedback to the team as a group. This is a missed opportunity for ensuring and advancing broader company goals - and for coaching the team on how it can achieve those goals.</p><p>King recommends bringing your team members together quarterly to give them feedback on areas including how they are progressing toward their goals, how well they are handling changes to work processes, or how they might have more successfully collaborated on a project.</p><p>"When I managed teams, I used those moments to let team members share their feedback on team performance as well as feedback to me about my <keyword id="11905569" type="UNKNOWN" weightage="60" keywordseo="management" source="Orion">management</keyword> of the team," King said. "The same parameters about giving good feedback apply to groups as to individuals: Be clear, concise, and specific with your comments. And make sure to come prepared with examples and plans for improvement."</p><p>Incorporating team feedback into routines is a straightforward way for managers to improve their effectiveness and keep their teams engaged. At a time of high employee turnover, keeping your team on the same page can help prevent the frustrations that may lead to individuals heading for the exits.</p><p>"Frontline managers are the foot soldiers of talent management in organizations," King said. "When managers get team management right, it's to both employees' and the organization's benefit."</p>

3 tips for new managers to lead successfully without prior experience

The Delhi-bred Kunal Khattar is better known as <keyword id="131018" type="PERSON" weightage="20" keywordseo="Jagdish-Khattar">Jagdish Khattar</keyword>’s son who helped Maruti reach new heights in India but that's not just it. Kunal Khattar is the emerging investor based out of Delhi who is revolutionizing the transportation industry albiet a little differently.<br /><br />An experimentation guy, Kunal studied in Delhi till his post-graduate degree and started his career with SR group to launch their mobile services. It won’t be wrong to say that he witnessed the seeds of the data revolution being sown, with the SR cell phone becoming Hutch and then finally turning into Vodafone.<br /><br />Post that stint, he decided to go to <keyword id="1931239" type="ORGANIZATION" weightage="20" keywordseo="Kellog-School-of-Management">Kellog School of Management</keyword> in the US where he immediately became obsessed with technology at the time when the dot-com boom was about to happen. Newly graduated from Kellogs, he had two options- to move to Seattle and work with Microsoft or work with a digital strategic consulting company called IXL, he chose the latter.<br /><br /><strong>A Series of Busts<br /></strong><br />The consulting firm helped businesses start their e-commerce shops in the bay area and the Silicon Valley became Khattar’s home for the next two years.<br />

    

When the bust happened, Khattar recalled that it was the first time he had seen a company scale up rapidly only to come down.<br />

    

    

    

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The next bust he saw during his ten years residence in the states was the financial crisis in 2008.<br />This entrepreneur cum investor's first startup was with a professor from <keyword id="33081" type="ORGANIZATION" weightage="20" keywordseo="Stanford">Stanford</keyword>, and they managed to raise $ 1 million from small investors but it failed because it was technology ahead of its time as the use-case very small.<br /><br />

    

Learning from that experience for Khattar was that good technology needs to be timed well to be able to succeed and the importance of product-market fit. “You learn more from your successes than your failures,” says the effervescent Khattar who believes in adding new skills every five years.<br />

    

    

    

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Khattar moved to LA next in 2001 where he finally found some success with a pharma company where again, he took charge of the business side of things. In 2005, the company was sold and Khattar saw his first successful exit as an entrepreneur.<br /><br />For Khattar, two things mattered at every point in his career, one that he was interested in what he was doing and rising from the chaos of a startup to find learning, whether it is successful or not.<br /><br /><strong>Starting up with Investing<br /></strong><br />His journey in investing started with the New York-based firm who had acquired his company, called Aptuit Inc which had a $700 mn corpus. Khattar proved instrumental for the privately held firm where he had lead strategic investments at a $100 million valuation.<br /><br />His homecoming started when he decided to put his investing lens over India and his father, Jagdish Khattar quit Maruti. Encouraging his father to start up, the two Khattars started Carnation in 2009 and have not looked back since.<br />

    

    

    

    

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Kunal Khattar was still investing in start-ups when he decided two years back to get completely immersed in angel investing with AdvantEdge Partners where he helps early stage start-ups to get incubation and invest in middle-stage start-ups.<br /><br />His life has seen many ups and downs but Kunal is determined that the rollercoaster isn’t stopping anytime soon.<br />

Exclusive: From Starting-up in Silicon Valley to Investing in the Indian Capital, Kunal Khattar Knows Where the AdvantEdge Lies

<p><div class="KonaFilter image-container display-table float_right"><div><div class="image on-image"><p class="source"><span>Captiv8</span></p><p class="caption">Subramanian, center, with the rest of the Captiv8 team</p></div><p></p></div></div>Krishna Subramanian can't stop creating.</p><p>After dropping out of med school in the mid-2000s, he cofounded and sold three companies: Burrp!, BlueLithium, and Mobclix - the second two netting $300 million and <a href="http://techcrunch.com/2010/09/30/mobclix-acquired-by-mobile-marketing-company-velti/" target="_blank">upwards of $50 million</a> respectively. </p><p>With both Mobclix and BlueLithium, Subramanian built successful ad networks.</p><p>Today, he's tackling a different side of the advertising business that's shot into the limelight in the last several years: influencer marketing.  </p><p>As advertising dollars gush into digital (it will account for <a href="emarketer http://www.pwc.com/gx/en/global-entertainment-media-outlook/data-insights.jhtml">nearly half of all entertainment and media revenue by 2018</a>), more brands see the upside of partnering with "influencers" - the <a href="http://www.businessinsider.com/best-snapchat-stories-and-snapchat-stars-2015-6?op=1">Snapchat</a>, <a href="http://www.businessinsider.com/30-most-popular-vine-stars-in-the-world-2015-3">Vine</a>, and <a href="http://www.businessinsider.com/richest-youtube-stars-2014-3?op=1">YouTube stars</a> of the world - to make their messages more appealing to younger audiences.</p><p>That means getting their message out on social media streams that young people hang out on: More than 25 million people watched Snapchat's "Snowpocalypse" Story this winter - that's a larger audience than the 21 million watching NBC's Sunday Night Football. </p><p><div class="KonaFilter image-container display-table"><div><div class="image on-image"><p class="source"><span>Captiv8</span></p></div><p></p></div></div></p><div id="msg_1437418116_000032" class="message  show_user  avatar    divider" data-ts="1437418116.000032" aria-labelledby="msg_1437418116_000032_label"><span class="message_content">That's why Subramanian launched Captiv8. The platform aims to streamline influencer marketing communication and analytics, making it easier for advertisers to tap into a new pool of talent, influencers to make money, and both sides to track the effects of posts and campaigns.</span></div><p><div class="KonaFilter image-container display-table float_right"><div><div class="image on-image"><p class="source"><span>Captiv8</span></p><p class="caption">Zach King has over  3.4 million followers on Vine, where he's known for his wild, well-edited clips</p></div><p></p></div></div>For example, a brand like Kellog could send a Vine star - <a href="https://vine.co/Zach.King">like Zach King</a> - a private message on Captiv8's platform outlining the kind of campaign it's looking for, complete will requirements and pricing.</p><p>If King accepted the offer, he could then submit the designated content through the site. Subramanian says Captiv8 has over 200 influencers on board so far.</p><p class="p1"><span class="s1">Some influencers are already getting tremendous pay-outs -between $20,000 to $50,000 for a single 6 to 15 second post - and Subramanian expects Captiv8 to help generate those scenarios more often. </span></p><p>There are technically two platforms: the software-as-a-service analytics side, for which Captiv8 will charge a membership fee based on several different account tiers, from basic to enterprise - and the marketplace, where Captiv8 will take a cut of all successful media buys. </p><p>The SAAS portion caters to individual influencers and agencies that manage multiple influencers, and brands seeking to find new talent. For example, Influencers have access to data about where their audience comes from and can shoot messages to followers they've lost with easy, Captiv8-created templates. For advertisers, the platform provides data about campaign reach and its patent-pending pricing algorithm suggests payscales for various influencers based on their popularity and reach. </p><p><div class="KonaFilter image-container display-table"><div><div class="image on-image"><p class="source"><span>Captiv8</span></p></div><p></p></div></div></p><p>"Brands are spending real dollars [on these apps]- these are not test budgets," Subramanian tells Business Insider via email. "Platforms are driving million dollar campaigns directly and influencers are making six figures a month - the rise of the Influencer is happening in 2015."</p><p>Subramanian started building Captiv8 in January, but the platform just launched last week. </p>    <div class="margin-top">        <h3>NOW WATCH: <a href="http://www.businessinsider.com/iphone-ios-9-new-features-2015-6">The 12 best new features coming to the iPhone</a></h3>        <div>            <div>        <div class="ooyala-video-player" data-video-autoplay="false" data-video-id="5maTJrdTpgHbMWUI2q_PxsufXl1FPqkr" data-player-variable="ooyalapopvideo" id="ooyalaplayer_popvideo" style="width:1280px;height:720px"></div>        </div>        </div>            </div>

This serial entrepreneur wants to make it dead simple for digital celebrities to make money off of Instagram, Snapchat, and Vine

<p><div class="KonaFilter image-container display-table"><div><div class="image on-image"><p class="source"><span>Samantha Lee/Business Insider</span></p><p class="caption">A company prioritizing short-term gains is like using all of your feed to fatten up your livestock for just a single year.</p></div><p></p></div></div></p><p>Here's a question: <strong>Is there such a thing as "too much" profit?</strong></p><p>In our series <a href="http://www.businessinsider.com/price-of-profits">The Price of Profits</a>, we've seen how not investing in the future can sink a famous <a href="http://www.businessinsider.com/sears-obsession-with-wall-street-2016-3">retailer</a>, destroy <a href="http://www.businessinsider.com/ibm-corporate-america-history-2016-6">employee</a> motivation and morale, and lead to what many call financial <a href="http://www.businessinsider.com/whats-a-buyback-and-why-do-some-investors-hate-them-2016-6">engineering</a> for a short-term stock boost. But my editors wanted to get to something more fundamental: At what point is focusing on profits <em>bad</em> for business?</p><p>I initially thought "What kind of hippie question is this?" but I was in for a surprise. Regardless of someone's politics or economic point of view, everyone I spoke with reached the same conclusion. Ultimately, the answer is:</p><ul><li><strong style="line-height: 1.5em;">No:</strong> if we're talking in purely economic terms.</li><li><strong style="line-height: 1.5em;">Yes:</strong> if you're aggressively pushing for short-term gains.</li></ul><h2>What it means to maximize profits</h2><p>Here's some context.</p><p><div class="KonaFilter image-container display-table float_right"><div><div class="image on-image"><a href="http://www.businessinsider.com/price-of-profits"></a><p class="source"><span>Marketplace  Business Insider</span></p></div><p></p></div></div>For Chad Syverson, professor of economics at the University of Chicago Booth School of Business, it's incorrect to equate short-termism - <a href="http://rooseveltinstitute.org/untamed-how-check-corporate-financial-and-monopoly-power/">which the Roosevelt Institute defines</a> as "a corporate philosophy <a href="http://www.businessinsider.com/american-companies-and-short-termism-2016-6">that prioritizes immediate increases in share price and payouts at the expense of long-term business investment and growth</a>" - with prioritizing shareholder value, with maximizing profits.</p><p>"The idea is when we say 'maximize profits,' we mean maximize the <em>present discounted value of future profits.</em> It's not just profit today," he said.</p><p>The thing is: Determining future values is an imperfect science, and, without including companies that are intentionally acting deceptively, can account for long-term value-destroying decisions that seem to go against common sense in retrospect.</p><p>"Profit really is the flow of all future profits. You might be having too much profit <em>today</em>, but you're also destroying profit, in some sense," Syverson said. "It's not that you have too much, it's just that you have the time pattern screwed up. <strong>You're eating your feed corn!</strong> I can eat more of my feed corn today and be fatter, but I'm going to be really sorry next year, right?"</p><p><div class="KonaFilter image-container display-table float_right"><div><div class="image on-image"><p class="source"><span><a href="http://www.apimages.com/metadata/Index/BlackRock-Fink/25bdec23f09c4b9b958df50a16bceca5/4/0">Mark Lennihan/AP</a></span></p><p class="caption">BlackRock CEO Larry Fink is urging chief executives to end prevalent "quarterly earnings hysteria."</p></div><p></p></div></div>Larry Fink said companies need to break that cycle. As CEO of BlackRock, the world's biggest investment firm, he <a href="http://www.businessinsider.com/blackrock-ceo-larry-fink-letter-to-sp-500-ceos-2016-6">recently sent a letter to chief executives of S&amp;P 500 companies</a>, telling them: "We are asking that every CEO lay out for shareholders each year a strategic framework for long-term value creation ... With clearly communicated and understood long-term plans in place, quarterly earnings reports would be transformed from an instrument of incessant short-termism into a building block of long-term behavior."</p><h2>What's different?</h2><p>This conversation has been going on <a href="http://www.businessinsider.com/the-story-of-shareholder-value-2016-6">since the 1970s</a>, when Nobel Prize-winning economist Milton Friedman's work popularized the approach of public companies placing primacy on shareholders - above employees and above customers.</p><p>In the late '80s, Syverson pointed out, "the Japanese looked like they were going to eat the world, and everyone was talking about how Japanese companies were so patient and American companies just wanted to make the next quarterly report - the exact same stuff you hear now."</p><p><div class="KonaFilter image-container display-table float_right"><div><div class="image on-image"><p class="source"><span><a href="http://en.wikipedia.org/wiki/File:Portrait_of_Milton_Friedman.jpg">Wikimedia Commons</a></span></p><p class="caption">Short-termism is commonly seen as rooted in 20th century economist Milton Friedman's placing of primacy on shareholders, even though he also placed utmost importance on creating long-term value.</p></div><p></p></div></div>Aneel Karnani, a professor of strategy at the University of Michigan's Ross School of Business, is a firm believer in the shareholders-first theory, but he also firmly rejects short-termism. To him and others of like minds, a company must always do what it can to maximize profits for the long term, and that society needs to play a role in "setting the rules."</p><p>He gave an example: A company determines that it will be able to maximize profits by using coal as a fuel source, and so it should do so. Society determines that burning coal negatively affects everyone, and so the government passes a carbon emissions tax to compel companies like the one in question to seek alternative fuel sources, spending money it would otherwise return to shareholders. That's how capitalism should work, Karnani said - society should set the rules of the game.</p><h2>The market demands change</h2><p>The thing is, while this debate has been going on for ages now, what has changed is what society is demanding of companies, especially in the wake of the Great Recession.</p><p>John Wood is the cofounder of the nonprofit Room to Read, which he began to build after a long career at Microsoft. Part of the reason he left the company in 1999 is because he felt the leadership was forgoing investing in its products and its people simply to boost profits in the short term, and he needed something with purpose. He said he's found that America has caught up to his way of thinking.</p><p>When Wood was a student at the Northwestern University Kellog School of Management from 1988-89, he said, "there was this whole notion that if you dared to ask what the social purpose of a business was, you'd be given that age old Milton Friedman quote that the social purpose of a business is to return money to shareholders. Full stop. You weren't allowed to even entertain the notion that there might be some social purpose of business."</p><p>But that type of rhetoric is no longer compatible with 20- and 30-somethings in the country today, he said.</p><p>The University of Virginia Darden School of Business associate business professor Elizabeth A. Demers agrees.</p><p>She said that implicit in our question of "Is there such a thing as too much profit?" is the notion that shareholders are at odds with customers, employees, and society at large, but that this is increasingly not the case. "I think that social values are evolving in such a way that shareholders' interests are being served by a company that uses its resources in a manner that is expressly beneficial to, or at a minimum conscientious of, the interests of these other constituents."</p><h2>Purpose and profits</h2><p>Bill Boulding, the dean of Duke University's Fuqua School of Business, said this notion is now prevalent in what his professors teach, and that it's going to be crucial to reduce residual stigmas around big business lasting from the recession. The aggressive pursuit of profits shouldn't sound like a dastardly act. "Purpose and profits can go together," he said.</p><p>Of course, it's easy to roll your eyes when a massive corporation suddenly rebrands itself as purpose-first and socially conscious in some way, especially when it has incredibly high profit margins on its merchandise.</p><p>This deceptive PR ploy may be called "green-washing" in today's terminology, but even Friedman recognized it back in the 70s. The difference between now and then is that while some companies may be completely disingenuous, you don't have to be so cynical about a for-profit company that claims to not put shareholders above all else.</p><h2>Taking the long view</h2><p>Jim Koch, the cofounder and chairman of Boston Beer Company, maker of Samuel Adams, has been a critic of the notion that a company's only social purpose is to provide shareholders value since before founding his company in 1984.</p><p><div class="KonaFilter image-container display-table float_right"><div><div class="image on-image"><p class="source"><span><a href="http://www.gettyimages.com/detail/news-photo/james-jim-koch-founder-and-chairman-of-the-boston-beer-co-news-photo/482409580">Getty Images/Bloomberg</a></span></p><p class="caption">Jim Koch, cofounder and chairman of Boston Beer Company.</p></div><p></p></div></div>He credits his building of a company with a roughly $2 billion market capitalization to equating purpose with longterm value.</p><p>"In 32 years, we have never laid off a single employee, even when it would have added to the bottom line to do so, but I think making it clear to our employees that we value them, that they're an asset and not a line item expense, we've been rewarded with engagement, commitment, and loyalty," Koch said.</p><p>"At Boston Beer Company we tell people on their first day that we add value to our customers, our employees, our shareholders, and our community, in that order."</p><p>Koch sees the pursuit of profit as adding long term value to shareholders, and that may mean forgoing a short-term boost by investing in employee training programs or the development of big new products. "If you take care of your customers and your people, you will generate very attractive shareholder returns over the long term."</p><p>As for the answer to my original question, a company should always be looking to maxmize its profitability over the long term. Sometimes this just means foregoing decisions that would boost your bottom line for a little bit. It's what's good for business.</p>

There is such a thing as 'too much profit' - here's why

<p><div class="image-container float_right" style="width:400px"><div class="image"><p class="source"><a href="http://www.stanford.edu/~wfsharpe/">Stanford</a></p><p class="caption">William Sharpe</p></div></div>Since the dawn of financial innovation, legendary gurus have always held the spotlight, as these individuals helped shape and develop the market we know today. Though their contributions are certainly significant, there is one group of sometimes overlooked individuals who have continually played a major role in the world of finance and economics: professors. And with the ETF industry continuing its rapid development and expansion, academics are getting on board [see <a href="http://etfdb.com/history-of-the-s-and-p-500/">Visual History Of The S&amp;P 500</a>].</p>
<p>These professors are reshaping the curriculum, teaching extensively about exchange-traded funds, which, until recently, were rarely covered in the coursework of many major universities. Some of the names on this list have even translated their academic theories into investment results, helping create some of the most intriguing <keyword id="46594" type="PERSON" weightage="60" keywordseo="ETFs">ETFs</keyword> out there. For those wondering who exactly is behind the ETF evolution, we highlight several well-accomplished ETF-friendly professors (in no particular order):</p>
<p>[If you're an ETF-friendly professor, <a href="http://etfdb.com/about/">drop us a line</a> and let us know a bit about your work; we'd be happy to add you to the list.]</p>
<h3>1. K. Geert Rouwenhorst</h3>
<p>In addition to being a professor, K. Geert Rouwenhorst is the deputy dean for the MBA curriculum at the Yale School of Management. His research spans a wide array of topics, including hedge fund strategies, commodity investments and the history of financial innovation. Professor Rouwenhorst is also the co-founder and director of research of SummerHaven Index Management LLC, a pioneer in the commodity indexes space [see <a href="http://etfdb.com/portfolios/energy-bull-etfdb-portfolio/" title="This portfolio is designed for investors who wish to construct a well rounded portfolio that is tilted towards the energy sector.">Energy Bull ETFdb Portfolio</a>].</p>
<ul>
<li><strong>University:</strong> Yale University</li>
<li><strong>Specialties:</strong> International Finance and Asset Pricing</li>
<li><strong>Academic Work: </strong><a href="http://papers.ssrn.com/sol3/papers.cfm?abstract_id=560042">Facts and Fantasies about Commodity Futures</a></li>
</ul>
<h3>2. Robert Shiller<a href="http://etfdb.com/wp-content/uploads/2013/02/shiller-ps.jpg"></a></h3>
<p>Robert Shiller is a professor of economics at Yale University and one of the creators of the Case-Shiller Index of U.S. house prices. There are now a number of financial instruments based on this index, including The Barclays ETN + Shiller CAPE ETN (<a href="http://etfdb.com/etf/CAPE/">CAPE</a>).</p>
<ul>
<li><strong>University:</strong> Yale University</li>
<li><strong>Specialties:</strong> Behavioral Economics, Real Estate and Financial Markets.</li>
<li><strong><strong>Academic Work</strong>: </strong><a href="http://aida.econ.yale.edu/~shiller/pubs/p0781.pdf">Arithmetic Repeat Sales Price Estimators</a></li>
</ul>
<h3>3. Andrew Lo<a href="http://etfdb.com/wp-content/uploads/2013/02/LoCasual.jpg"></a></h3>
<p>Andrew Lo is a professor at MIT as well as the director of the MIT Laboratory for Financial Engineering. In 2009, Lo co-designed the quantitative model behind the Credit Suisse 130/30 Large-Cap Index, which is tracked by CSM [for Real Time Ratings on (<a href="/etf/CSM/realtime-rating/">CSM, <strong>A-</strong></a>) and more try <a href="http://etfdb.com/members/join/">ETFdb Pro</a>].</p>
<ul>
<li><strong>University:</strong> MIT</li>
<li><strong>Specialties:</strong> Financial Engineering, Econometrics, Financial Asset Pricing Models.</li>
<li><strong><strong>Academic Work</strong>: </strong><a href="http://www.argentumlux.org/documents/13030.pdf">130/30: The New Long-Only</a></li>
</ul>
<h3>4. Jeremy Siegel<a href="http://etfdb.com/wp-content/uploads/2013/02/Siegel_E_20090603102151.jpg"></a></h3>
<p>Jeremy Siegel is a professor of finance at the Warton School of the University of Pennsylvania and a Senior Investment Strategy Advisor at Wisdom Tree Investments, Inc. Siegel worked closely with Wisdom Tree to develop several dividend-focused exchange-traded funds.</p>
<ul>
<li><strong>University:</strong> University of Pennsylvania</li>
<li><strong>Specialties:</strong> Financial Markets, Long-run Asset Returns and Macroeconomics.</li>
<li><strong><strong>Academic Work</strong>: </strong><a href="http://www.jeremysiegel.com/index.cfm">www.JeremySiegel.com</a></li>
</ul>
<h3>5. Gary Gorton<a href="http://etfdb.com/wp-content/uploads/2013/02/10dd47b1.jpg"></a></h3>
<p>Gary Gorton is a professor of finance at Yale School of Management and is currently a Research Associate of the National Bureau of Economic Research. Professor Gorton also worked with SummerHaven Index Management LLC, a pioneer in the commodity indexes space [also check out the <a href="http://etfdb.com/2013/etf-cheat-sheet-precious-metals/">ETF Cheat Sheet: Precious Metals</a>].</p>
<ul>
<li><strong>University:</strong> Yale University</li>
<li><strong>Specialties:</strong> Stock Markets, Commodity Futures, Banking.</li>
<li><strong><strong>Academic Work</strong>: </strong><a href="http://faculty.som.yale.edu/garygorton/documents/fundamentals_Jan2012_FINAL.pdf">The Fundamentals of Commodity Futures Returns</a></li>
</ul>
<h3>6. James A. DiLellio<a href="http://etfdb.com/wp-content/uploads/2013/02/26e84fe.jpg"></a></h3>
<p>James DiLellio is a professor of decision sciences at the Graziadio School of Business Management at Pepperdine University. Professor DiLellio is an expert on portfolio management and has done extensive research on exchange-traded funds.</p>
<ul>
<li><strong>University:</strong> Pepperdine University</li>
<li><strong>Specialties:</strong> Applied Mathematics, Computational Methods and Applied Statistics.</li>
<li><strong><strong><strong>Academic Work</strong>: </strong></strong><a href="http://www.academyfinancial.org/09Conference/09Proceedings/(3C)%20DiLellio,%20Stanley.pdf">The Financial Planner, Exchange Traded Funds, and ETF Trading Strategies to Enhance Client Wealth Maximization</a></li>
</ul>
<h3>7. Darrol J. Stanley<a href="http://etfdb.com/wp-content/uploads/2013/02/stanley1.png"></a></h3>
<p>Darrol Stanley is a professor of finance and accounting at Graziadio School of Business Management at Pepperdine University. Alongside his colleague James DiLellio, Professor Stanley has also provided key insight on the ETF industry, highlighting their performance relative to the broader equity markets [check out<a href="http://etfdb.com/2013/differentiating-dividend-etfs/"> Differentiating Dividend ETFs</a>].</p>
<ul>
<li><strong>University:</strong> Pepperdine University</li>
<li><strong>Specialties:</strong> Valuing Corporations.</li>
<li><strong><strong>Academic Work</strong>: </strong><a href="http://www.academyfinancial.org/09Conference/09Proceedings/(3C)%20DiLellio,%20Stanley.pdf">The Financial Planner, Exchange Traded Funds, and ETF Trading Strategies to Enhance Client Wealth Maximization</a></li>
</ul>
<h3>8. A. Seddik Meziani<a href="http://etfdb.com/wp-content/uploads/2013/02/meziani.jpg"></a></h3>
<p>A. Seddik Meziani is the Department Chair and a professor of finance at the School of Business of Montclair State University. Meziani has written numerous books and publications on exchange-traded funds, including the well-known books “Exchange-Traded Funds as an Investment Option” and “Exchange-Traded Funds-Conceptual and Practical Investment Approaches.”</p>
<ul>
<li><strong>University:</strong> Montclair State University</li>
<li><strong>Specialties:</strong> ETFs, Portfolio Investment Strategy, Micro Cap Stocks.</li>
<li><strong><strong>Academic Work</strong>: </strong><a href="http://riskbooks.com/exchange-traded-funds">Exchange Traded Funds</a></li>
</ul>
<h3>9. Pankaj “Pank” Agrrawa<strong>l<a href="http://etfdb.com/wp-content/uploads/2013/02/Pank_tie_2007.jpg"></a></strong></h3>
<p>Pankaj Agrrawal is a professor of finance at University of Maine and is the Founder and President of <a href="http://advancedportfoliosolutions.com/index.html">Advanced Portfolio Solutions</a>. Professor Agrrawal’s research primarily focuses on analyzing the performance of long-short ETFs.</p>
<ul>
<li><strong>University:</strong> University of Maine</li>
<li><strong>Specialties:</strong> ETFs, Portfolio Investment Strategy, Quantitative Analysis.</li>
<li><strong><strong>Academic Work</strong>: </strong><a href="http://www.iijournals.com/doi/abs/10.3905/ETF.2009.2009.1.059">Determinants of ETF Liquidity in the Secondary Market: A Five Factor Ranking Algorithm</a></li>
</ul>
<h3>10. Zvi Bodie<a href="http://etfdb.com/wp-content/uploads/2013/02/Zvi-Bodie.jpg"></a></h3>
<p>Zvi Bodie ia a professor of management at Boston University and is a consultant at Pension Benefit Guaranty Corporation. He is best know for his textbooks and publications on pension finance and investment strategy [for career and investing tips, check out <a href="http://www.dividend.com/career/">Dividend.com</a>].</p>
<ul>
<li><strong>University: </strong>Boston University</li>
<li><strong>Specialties:</strong> Investment Management, Finacial Literacy, Pension Finance and Financial System Design.</li>
<li><strong><strong>Academic Work</strong>: </strong><a href="http://smgapps.bu.edu/smgnet/Personal/Faculty/Publication/pubUploads/WP2005-28.pdf?did=550&amp;Filename=WP2005-28.pdf">On the Time Dimension of Personal Investing</a></li>
</ul>
<h3>11. K.J. Martijn Cremers<a href="http://etfdb.com/wp-content/uploads/2013/02/mcremers_150x150.jpg"></a></h3>
<p>K.J. Martijn Cremers is a professor of finance at the University of Notre Dame and is the Associate Editor of the Review of Financial Studies and at the Review of Finance. Professor Cremers introduced a new measure of active management  the “Active Share,” which has become widely used in the financial industry.</p>
<ul>
<li><strong>University: </strong>University of Notre Dame</li>
<li><strong>Specialties:</strong> Empirical Asset Pricing, Corporate Governance, Investment Management.</li>
<li><strong><strong>Academic Work</strong>: </strong><a href="http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1830207">The Mutual Fund Industry Worldwide: Explict and Clost Indexing, Fees, and Performance</a></li>
</ul>
<h3>12. Miffre Joelle<a href="http://etfdb.com/wp-content/uploads/2013/02/miffre_joelle_185.jpg"></a></h3>
<p>Miffre Joell is a professor of finance at the EDHEC Business School in France. Her research focuses on the management and pricing of commodities and equities, and her work has been featured in a number of academic journals.</p>
<ul>
<li><strong>University: </strong>EDHEC Business School</li>
<li><strong>Specialties:</strong> Commodities and Investment Management.</li>
<li><strong><strong>Academic Work</strong>: </strong><a href="http://faculty-research.edhec.com/servlet/com.univ.collaboratif.utils.LectureFichiergw?ID_FICHIER=1328885973208">Country-Specific ETFs: An Efficient Approach to Global Asset Allocation</a></li>
</ul>
<h3>13. Marco Avellaneda<a href="http://etfdb.com/wp-content/uploads/2013/02/MarcoPhotoParis.pdf.jpeg"></a></h3>
<p>Marco Avellaneda is a professor of mathematics at the Courant Institute of Mathematical Sciences of New York University. In his research, Professor Avellaneda applies mathematics and econometrics to the financial market, including analysis on ETFs [also see <a href="http://etfdb.com/2013/differentiating-dividend-etfs/">Differentiating Dividend ETFs</a>] .</p>
<ul>
<li><strong>University: </strong>New York University</li>
<li><strong>Specialties:</strong> Applied Mathematics, Applied Physics, Mathematical Finance, Econometrics of Financial Markets.</li>
<li><strong><strong>Academic Work</strong>: </strong><a href="http://www.math.nyu.edu/faculty/avellane/LETF_Dobi_Avellaneda_Sept2012.pdf">Structural Slippage of Leveraged ETFs</a></li>
</ul>
<h3>14. William F. Sharpe<a href="http://etfdb.com/wp-content/uploads/2013/02/wfs2011.jpg"></a></h3>
<p>William F. Sharpe is a professor of finance at Stanford’s University’s Graduate School of Business, as well as a Nobel Prize winner in Economic Sciences. He was one of the originators of the Capital Asset Pricing Model (CAPM) and developed the Sharpe Ratio. Professor Sharpe frequently blogs on his website, <a href="http://www.lifetimefinance.blogspot.com/">Lifetime Finance</a>, about general investing and finance topics.</p>
<ul>
<li><strong>University: </strong>Stanford University</li>
<li><strong>Specialties:</strong> Asset Allocation and Quantitative Analysis.</li>
<li><strong><strong>Academic Work</strong>: </strong><a href="http://www.stanford.edu/~wfsharpe/art/talks/indexed_investing.htm">Index Investing: A Prosaic Way to Beat the Average Investor</a></li>
</ul>
<h3>15. Robert Korajczyk<a href="http://etfdb.com/wp-content/uploads/2013/02/B6FF6EC6217740AB93A46031351DEAA8-1.jpg"></a></h3>
<p>Robert Korajczyk is a professor of finance at the Kellog School of Northwestern University and is the Director of the Zell Center for Risk Research. He has been quoted numerous times about exchange-traded funds, and teaches extensively on the topic in his classes.</p>
<ul>
<li><strong>University: </strong>Northwestern University</li>
<li><strong>Specialties:</strong> Asset Pricing, Equity markets, Investments and Portfolio Choices, Liquidity.</li>
<li><strong><strong>Academic Work</strong>: </strong><a href="http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1916918">Performance Measurement with the Arbitrage Pricing Theory: A New Framework for Analysis</a></li>
</ul>
<h3>16. Hendrik Bessembinder<a href="http://etfdb.com/wp-content/uploads/2013/02/image.jpg"></a></h3>
<p>Hendrik Bessembinder is a professor of finance at the University of Utah and is the Editor of the Journal of Financial and Quantitative Analysis. Professor Bessembinder has also served as a consultant for the Department of Justice, the SEC, and the Commodity Futures Trading Commission [also see <a href="http://etfdb.com/2013/how-to-swing-trade-etfs/">How To Swing Trade ETFs</a>].</p>
<ul>
<li><strong>University: </strong>University of Utah</li>
<li><strong>Specialties:</strong> Energy Markets, Financial Management, Trading, Financial Risk, International and Domestic Equities.</li>
<li><strong><strong>Academic Work</strong>: </strong><a href="http://business.nd.edu/uploadedFiles/Faculty_and_Research/Finance/Finance_Seminar_Series/2012%20Fall%20Finance%20Seminar%20Series%20-%20Hank%20Bessembinder%20Paper.pdf">Predatory or Sunshine Trading? Evidence from Crude Oil ETF Rolls</a></li>
</ul>
<h3>17. Allen Carrion<a href="http://etfdb.com/wp-content/uploads/2013/02/AllenCarrion1.jpg"></a></h3>
<p>Allen Carrion is an assistant professor of finance at Lehigh University as well as a consultant for the U.S. Commodity Futures Trading Commission. The methodologies behind his research are motivated by both academic theory and his experience as a trading floor analyst.</p>
<ul>
<li><strong>University: </strong>Lehigh<strong> </strong>University</li>
<li><strong>Specialties:</strong> Empirical Market Microstructure, Emperical Asset Pricing, Risk Management.</li>
<li><strong><strong>Academic Work</strong>: </strong><a href="http://business.nd.edu/uploadedFiles/Faculty_and_Research/Finance/Finance_Seminar_Series/2012%20Fall%20Finance%20Seminar%20Series%20-%20Hank%20Bessembinder%20Paper.pdf">Predatory or Sunshine Trading? Evidence from Crude Oil ETF Rolls</a></li>
</ul>
<p>Did we miss someone? <a href="http://etfdb.com/about/">Drop us a line</a> and let us know if you’re an ETF-friendly professor; if your story checks out, we’d be happy to include you in our database.</p>
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<p><em>Disclosure: No positions at time of writing.</em></p>
<p><a href="http://etfdb.com/2013/17-etf-friendly-professors/">Click here to read the original article on ETFdb.com.</a></p>
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