Practice English Reading Exercises for B2 – Youth Entrepreneurship & Startups 8

Exercises:   123456

Reading 1

You are going to read an article about four young founders sharing the challenges of hiring and managing employees who are older and more experienced than they are.

For questions 1-10, choose from the people (A-D). The people may be chosen more than once.

Which person

1   admits to feeling intimidated by their staff’s impressive qualifications?

2   had to dismiss someone because of their disrespectful attitude?

3   highlights the value of combining different types of knowledge?

4   initially struggled to adopt an effective way of giving instructions?

5   acknowledges they used to take on too much work themselves?

6   mentions that older employees were initially doubtful about the company’s future?

7   made a mistake by prioritizing a candidate’s background over their character?

8   intentionally sought out older workers to bring stability to the business?

9   felt a sense of relief after taking a difficult managerial decision?

10   notes that a team member helped them deal with complex legal requirements?

Leading Across Generations: Young Bosses, Older Staff

A Alex

When I launched my software company at twenty-two, I was used to wearing every hat. However, as the business expanded, I had to bring in seasoned professionals. At first, looking at resumes packed with decades of experience and postgraduate degrees made me feel like an absolute fraud. I kept second-guessing my own decisions, wondering why these highly qualified individuals would ever listen to me. Because of this, I held onto tasks I should have handed over, working ridiculous hours to prove my worth. Eventually, I realised that hiring experts means letting them do their jobs. Recently, we faced a nightmare with international data privacy laws. If I hadn’t stepped back and allowed my compliance director—who has been in the industry for thirty years—to take the reins, we would have faced heavy fines. Coming to terms with my role as a facilitator, rather than the smartest person in the room, has been a massive turning point.

B Sarah

Setting up a creative agency at twenty-five meant my approach was entirely digital-first, which contrasted sharply with the traditional methods of some older colleagues I hired. Initially, there was a palpable sense of skepticism in the office. A few veteran account managers openly questioned whether my unconventional strategies could actually generate long-term profits, assuming the agency might fold within a year. Bridging that generational gap required a steep learning curve. I quickly discovered that my habit of firing off brief, casual messages on communication apps was causing frustration. My older team members were used to structured emails and formal briefings. I had to adapt my management style to provide the clarity they expected. Now, I make a point of holding weekly face-to-face meetings to outline objectives. It took time to build mutual respect, but seeing those former skeptics enthusiastically pitching my campaigns to clients has been incredibly rewarding.

C Marcus

In the fast-paced world of sustainable fashion, many founders my age only hire recent graduates because they are cheaper and share the same youthful energy. I went the opposite route. I deliberately recruited veterans from the traditional textile industry because I knew my startup lacked foundational stability. I needed people who had survived economic downturns and supply chain crises. It hasn’t always been plain sailing; we occasionally clash over the pace of change. Nevertheless, the magic happens when we merge our perspectives. I bring disruptive ideas about eco-friendly fabrics and social media marketing, while they provide the practical wisdom needed to manufacture those concepts efficiently. It’s a dynamic of reverse mentoring. They teach me about negotiation and quality control, and I help them navigate modern e-commerce trends. Ultimately, this fusion of youthful innovation and seasoned expertise has given us a unique competitive edge.

D Elena

When I secured my first major round of investment, the board pressured me to hire a senior operations manager. I was thrilled to recruit a guy who had spent twenty years at a top-tier logistics firm. On paper, his track record was flawless, and I was convinced his impressive background would guarantee our success. Unfortunately, I completely overlooked cultural fit. Almost immediately, he began undermining my authority in meetings, casually dismissing my proposals with phrases like, ‘When you’ve been in the game as long as I have…’ He treated me like an intern rather than the CEO. The situation created a toxic atmosphere that affected the whole team. It took me months to muster the courage, but I eventually let him go. The day after his departure, the atmosphere in the office instantly lifted. That ordeal taught me a vital lesson: never let a stellar CV blind you to a candidate’s arrogance.

Reading 2

You are going to read an article about four teenagers discussing how they pivoted their business model completely when their original idea failed to attract customers.

For questions 1-10, choose from the people/sections (A-D). The people/sections may be chosen more than once.

Which person/section

1   mentions that their current venture involves assisting other people’s businesses?

2   realised that the practicalities of operating their initial service were too complicated?

3   switched from selling completed items to supplying the resources needed to make them?

4   identified a completely different customer base after noticing a particular demographic’s difficulties?

5   transformed a physical product into a digital format after facing financial and operational hurdles?

6   admits that their original goods were simply too expensive for their intended buyers?

7   abandoned their first venture because consumer habits favour buying new items over repairing old ones?

8   was forced to rethink their strategy because their chosen market was already flooded with similar sellers?

9   recognised that their core strength was providing a specialised skill rather than manufacturing physical goods?

10   mentions that their revised business concept became successful much faster than anticipated?

The Art of the Pivot: Teenage Entrepreneurs

A Leo

When I set out to repair smartphones, I was convinced I’d make a fortune. However, I soon discovered a harsh reality: we currently live in a throwaway society. Rather than paying for repairs, people generally prefer to upgrade to the latest model as soon as their screen cracks. Consequently, my business was going nowhere fast. While complaining to my grandmother about my lack of customers, I noticed her struggling to set up a basic video call on her tablet. It suddenly dawned on me that older generations were being left behind by modern technology. I completely pivoted my business model, offering one-on-one tech tutoring for seniors. Instead of fixing gadgets, I was fixing their relationship with technology. Word of mouth spread rapidly at the local community centre. Not only is it highly rewarding to see their confidence grow, but the demand is endless. If I hadn’t failed initially, I would never have stumbled upon such a fulfilling niche.

B Maya

I originally poured my heart and soul into designing bespoke, handmade jewellery, launching a flashy website to sell my creations. Unfortunately, the reality of the industry was a bitter pill to swallow. The online marketplace was incredibly saturated, and my products simply drowned in a vast sea of similar accessories. I quickly realised I couldn’t compete with the established sellers who had massive marketing budgets. One afternoon, a friend asked if I could teach her how to make a beaded bracelet rather than just buying one from me. That was my lightbulb moment. I stopped trying to sell the finished pieces and started putting together ‘DIY jewellery kits’ containing all the raw materials and an instructional booklet. I targeted teenagers looking for creative hobbies. To my absolute astonishment, the kits sold out within a week. The new model took off much more rapidly than I could have ever imagined. It turns out, people truly love the satisfaction of creating things themselves.

C Toby

My original plan was to deliver high-quality, nutritious packed lunches to high school students. I thought everyone was sick of boring cafeteria food and would jump at the chance for a gourmet alternative. However, the overheads for fresh ingredients were astronomical, meaning I had to charge premium prices. It didn’t take long to realise that my target audience simply didn’t have the pocket money to afford my daily meals. Furthermore, coordinating the morning deliveries before the school bell rang turned out to be an absolute logistical nightmare; it was far too complex for one person to handle efficiently. Rather than giving up entirely, I shifted my focus. I compiled all my budget-friendly, easy-to-make recipes and transformed them into a downloadable digital guide. By removing the physical delivery aspect and cutting out the costs of ingredients, I could sell the digital product for a fraction of the price. The passive income it generates now is absolutely fantastic.

D Chloe

Getting my custom T-shirt printing business off the ground was incredibly frustrating. I bought an expensive printing machine using all my savings, but I spent more time unblocking ink cartridges and ironing out manufacturing faults than actually designing. I eventually came to the conclusion that producing physical garments wasn’t my strong suit at all. What I truly excelled at, and what people actually praised, were the unique, eye-catching logos I had drawn for the shirts. I decided to ditch the messy printing process entirely and pivot to offering freelance graphic design services. Now, I exclusively help other local start-ups and small enterprises build their brand identities from scratch. It’s far more lucrative, and I don’t have to worry about storing stock or paying for shipping. Some of my clients have even used my designs on their own merchandise. Letting go of the manufacturing side was definitely the smartest business decision I’ve ever made.

Exercises:   123456