My favorite entrepreneurial quote is Do Or Do Not, There is No Try. So it’s especially delightful to be able to announce the Disney Accelerator, powered by Techstars, and based in Los Angeles. David Cohen’s (Techstars CEO) post Announcing Disney Accelerator has more details about how it works, but the gang at Disney that has engaged on this is pretty awesome and goes all the way to the top with Chairman / CEO Bob Iger.

It’s always an honor to be asked to participate in something to do with the history of the town one lives in. As a relative youngster (I’ve only been here since 1995) it was especially humbling to be asked to part of the “Boulder Conversations with Extraordinary People” Speaker Series. This year’s series includes Ceal Barry, Josie Health, Gary Neptune, Bob Sievers, Ann Cooper, Jim Guercio, and Frank Day.

In my new book, Startup Boards: Getting the Most Out of Your Board of Directors, in addition to decomposing and explaining a lot about the functioning of board meetings, I also describe my ideal board meeting. I had four of them this week. That’s a lot of board meetings in a week, but my weeks tend to either be “lots of board meetings” or “no board meetings” as I generally bunch them up. Thankfully, all four of them used my ideal board meeting template.

I learned a very profound thing from my partner Dave Jilk at Feld Technologies 25 years ago. I have been practicing, and getting better at it, ever since. It’s a core part of the way I work with people and I have Dave to thank for it. First, some context. Feld Technologies was my first company. Dave and I started it in 1987. We hired, then fired, a bunch of part time people and then just worked together – the two of us – for the next 18 months until we hired our first employee (Shawn Broderick). We were cash flow positive every month because we never raised any outside money. We both did everything, working very closely together. As the company grew, we partitioned a lot of things – I became the sales guy – generating much of our new business. Dave became the software guy, managing the team and getting the work done. But we continued to work closely together – he sold plenty of business and I did plenty of work, including doing all the network integration work for our clients, and occasionally managed something.

I received several powerful emails in response to yesterday’s post Sometimes You Just Want To Scream. This often happens when I post about personal / emotional stuff – some folks would rather send a private email than post a public comment. I totally respect and appreciate that. A consistent theme in these emails was “I got through some of this by meditating.” That resonated with me as Amy and I have been talking about meditation for the past week. She’s been a long time meditator, including going on a number of Vipassana 10 day silent meditation retreats. Some of my close friends, including Ben Casnocha, meditate daily and one of my favorite posts about meditation was Ben’s Reflections and Impressions from a 10-Day Meditation Course.

I’m on the receiving end of phone calls and video conferences with CEOs all day long. And, at least once a day, I can feel the intense stress on the person I’m talking to oozing through the phone or the screen. The conversation is often calm and rational, but below the surface is a bubbling cauldron of pressure. Welcome to life as a CEO of a fast growing startup. Every day something new and unexpected comes at you. Often multiple things. Some are awesome. Some are ok. Some are bad. And some are awful.

As Amy watched the Seahawks decimate the Broncos, I read Stephen King’s On Writing: A Memoir of the Craft. The result – Amy was sad while I was delighted. King’s book is part memoir, part instructional manual, and part motivational tool. While I read a lot, I rarely read books by writers about writing. However, several people, including Amy, suggested On Writing to me so I kindled it a while ago.

A month ago, I decided to switch from my iOS devices to Android devices for a month and see how it went. I turned off my iPhone and iPad and turned on a Nexus 5 and Nexus 7. I enjoyed the Nexus / Android a lot. But I couldn’t decide if I liked it better than the iOS experience. It was different in some ways and the same in others.

Lots of people talk about being transparent. Lots of companies espouse principles of transparency. Lots of statements start out with “I like to be transparent” or “I’m being transparent when I say …” And several years ago the notion of transparency became the new in thing, especially around the VC and startup worlds. Most of it is bullshit. If you want to see real transparency, take a look at Moz’s 2013 Year in Review: More Than You Ever Wanted to Know About Moz, and Then Even More.