Instead of denying the job-hopping, opportunity-seeking ways of young talent today, it seems wiser for companies to face the reality and embrace it. Help employees develop transferrable skills. Help them build the start-up of themselves. And be very explicit with new hires about the expectations: “We expect you to give us a really strong tour of duty for 2-3 years. When you leave, we expect you to be part of our corporate alumni group. We want you to be part of our corporate alumni network. We want you to help recruit new employees. We want you to be lifelong ambassadors and evangelists for our products and services. But we know you’re super talented and will come upon many other career opportunities while you work here. We know your tenure at the company may not last more than a few years.”

Essentially, try to retain employees for as long as possible, but be frank about their likely brief tour of duty, and be clear that you expect them to be active corporate alumni members for the years after they leave the company.

This is a very interesting proposition. At a time where in my team we are thinking of ways of recruiting people that will be with us for the long haul, here comes Mr Casnocha proposing that maybe we just have to face the fact that high attrition is the new reality.

He makes a compelling case. However, it would be too hard for most corporate types to embrace.

For Marc Cenedella, the difference between leadership and management is in the details. While leadership focuses more on the high-level picture, management focuses on the minutia of how to achieve specific goals, said Cenedella, who is CEO and founder of TheLadders.com.

In particular, entrepreneurs looking to head a successful startup should focus more on leadership because it gives employees the focus needed to get started. With an established direction, management naturally falls into play because it will set the deadline and details.

As leader of TheLadders.com, Cenedella said he tries to zero in on the company’s vision, including how to stand out from other competing job-related sites on the web. Then with his managerial hat on, he can focus on specific ideas — such as when, what and how certain goals will be accomplished to fulfill his vision of standing out from the crowd.

While there's a difference between a leader (leading) and a manager (managing), you have to be both to be a successful leader/manager. You cannot just be the guy that lays out the big plan in high-level. You must also have the granular details on how to carry it out.

The reason why a lot of people ridicule managers is because these guys are perceived to be just pure balls with no real skills. While that is indeed true to some managers, there are a handful of really good ones.

The good ones are those that can clearly articulate the vision of his team and, when it comes down to it, can also lead the team in that vision by managing the myriad of requirements, factors and limitations they are faced with. This is where project management comes in. And that, my friend, is a skill that's not easy to learn.

• Every meeting must have one clear decision maker. If there's no decision maker -- or no decision to be made -- the meeting shouldn't happen.

• No more than 10 people should attend.

• Every person should give input, otherwise they shouldn't be there.

• No decision should ever wait for a meeting. If a meeting absolutely has to happen before a decision should be made, then the meeting should be scheduled immediately.

These are good tips any organization should follow in order to avoid falling into meeting hell.

I should add: No meeting should be set just to schedule another meeting!