I am very blessed to live in one of the nicest places on the planet here in the Shuswap. I am also blessed to be in the business of helping businesses and business people. I meet people all the time that are looking for investment or business opportunities and I want you all to know I see and hear about many every single month and most of those are right here in the Shuswap, which I feel is one of the best lifestyle based places to live in the whole world! I also have many successful businesses approach me who want help positioning their business for a sale or for the next stage of business growth they are searching for. One comment I hear all the time is how do small and medium sized businesses go about getting help with business successorship. I know many through the Community Futures Network in Canada have played a role in helping Canadians transition into or away from a business. At Community Futures Shuswap they are in the business of helping people in the Shuswap region and the communities they serve. Part of that commitment is helping people with start ups but the other part of their business that is important is their work and experience in business successorship for small and medium sized businesses. As General Manager of Community Futures Shuswap, I know of a handful of great business opportunities in our region right now.
One of the unique businesses we are currently working with is a water transfer imaging company that has been in operation about two years. This is a turn key business that has like new equipment, established markets, a business and marketing plan, and an owner who is committed to working with the buyer to help them succeed. It is currently located in Salmon Arm but the owner says it is portable and could be moved to any city but he feels that Western Canada holds tremendous untapped potential still waiting to be taken advantage of.
The type of people who may be interested in this and other business opportunities I know of are; 1) investors looking for a turn-key business and an opportunity to get a good ROI on their investment, 2) existing businesses or business people looking for something new or to diversify their business interests, 3) individuals looking to move from employment to the realm of self employment, 4) International investors who want a great opportunity here in Canada that may lead to permanent residency. I am sure there are other people who may be attracted to the opportunities here in the Shuswap but I know these are a definite fit.
If you are looking for business opportunities or you are a business owner looking for advice or help on how to transition out of your business and get the most you can for your investment, please contact me as I am here to help and it is my passion. If you want a sales package on the opportunity I talked of earlier in this post with the water transfer technology business please email me at csigvaldason@futureshuswap.com I look forward to hearing from you soon.
Wednesday, 10 August 2011
Thursday, 4 August 2011
Don't Preserve The Status Quo
The following is a great tidbit and website I found recently. I have to say that it is true of every entrepreneur I ever met that they definitely go against the status quo so this is so true. What are you going to do to be "A Positive Rebel?"
From: http://www.companyfounder.com/2011/01/dont-preserve-the-status-quo/
I’m not interested in preserving the status quo; I want to overthrow it.
__________
Machiavelli
The entrepreneur and the achiever should have at least a bit of the rebel inside. Being interested in, or, worse yet, content with the status quo, is counterculture for achievers. Given the era in which he lived, Machiavelli has some great quotes, particularly when it comes to the subject of ruling and strategizing to move into leadership. The concept of overthrowing the status quo has a visceral appeal to most every entrepreneur and achiever I know. Maintain the entrepreneurial, rebel spirit in everything you do.
From: http://www.companyfounder.com/2011/01/dont-preserve-the-status-quo/
I’m not interested in preserving the status quo; I want to overthrow it.
__________
Machiavelli
The entrepreneur and the achiever should have at least a bit of the rebel inside. Being interested in, or, worse yet, content with the status quo, is counterculture for achievers. Given the era in which he lived, Machiavelli has some great quotes, particularly when it comes to the subject of ruling and strategizing to move into leadership. The concept of overthrowing the status quo has a visceral appeal to most every entrepreneur and achiever I know. Maintain the entrepreneurial, rebel spirit in everything you do.
Vision: What's Love Got To Do With It?
This was taking from a great article that John Maxwell wrote recently. I hope you all enjoy - Corey
By: John C. Maxwell
Where does vision come from? How does a leader develop a clear vision for the future?
At the earliest stages, the word "vision" may be somewhat misleading, portraying vision as a picture that we can see. The birthplace of vision isn't the mind's eye, but the heart. In the beginning, visionaries are guided by passion not sight. They must feel their way in the dark at first, and only through time do they gain a mental image of what the future could look like.
Vision is what you want to do in life, not only what you think should be done. I can think of a thousand noble causes, but only a select few resonate with my heart. Vision begins as a compelling want or desire. The genesis of vision isn't purely an intellectual exercise; it involves monitoring your passions.
Passion generates vision, but I certainly do not recommend blindly following your heart. When developing a vision it's necessary to realistically assess your strengths, skills, and available opportunities. For example, I may aspire to sing on Broadway, but if the sounds of my voice makes an audience cover their ears in pain, then it's time to focus on another area of passion. Desire alone surely is not sufficient to develop a vision. Yet, every vision starts with an emotional spark.
Passion Births Vision
Ability is not enough to enable us to reach our potential. Opportunity alone will never get us to the top. Knowledge is a great asset, but comes up short helping us "be all that we can be." Even putting together a good team is not sufficient. Passion is the difference-maker.
In my years of observing people, I have never seen an individual reach his potential without passion. Horst Schultze, former COO of the Ritz Carlton says:
You are nothing unless it comes from your heart. Passion, caring, really looking to create excellence. If you perform functions only and go to work only to do processes, then you are effectively retired. And it scares me - most people I see, by age 28, are retired... If you go to work only to fulfill the processes and functions then you are a machine. You have to bring passion, commitment and caring - then you are a human being.
Without passion we stop dreaming and settle for survival. We relinquish heartfelt vision in exchange for security and comfort.
One team of researchers followed a group of 1,500 MBA's over a period of 20 years. At the outset of the study, the participants were divided into two groups, Group A and Group B.
Group A, 83 percent of the sample, was composed of people who were embarking on a career path that they had chosen solely for the prospect of making money now in order to do what they wanted later in life.
Group B, the other 17 percent of the sample, consisted of people who had chosen their career paths so that they could do what they wanted to do now and worry about the money later.
The data showed some startling revelations:
• At the end of the 20-year period, 101 of the 1,500 had become millionaires.
• Of the millionaires, all but one - 100 out of 101 - were from Group B, the group that had chosen to pursue what they loved.
In summarizing the research for his book Getting Rich Your Own Way, Srully Blotnick observed the following: "A missing ingredient had to be present if someone was going to become rich: they had to find their work absorbing. Involving. Enthralling." The success stories choose passion over predictable earnings. They had a vision for life beyond material riches, and ironically, they ended up generating the most wealth.
CONCLUSION
To birth a vision, begin by paying attention to your areas of passion. What makes you feel alive? What matters the most to you in life? What activities can absorb attention for hours? Don't worry about being able to see the whole picture immediately. As you look for ways to make contributions doing what you love, eventually a picture will emerge in your mind of how you can shape the future.
About
John C. Maxwell is an internationally respected leadership expert, speaker, and author who has sold more than 19 million books. Dr. Maxwell is the founder of EQUIP, a non-profit organization that has trained more than 5 million leaders in 126 countries worldwide. Each year he speaks to the leaders of diverse organizations, such as Fortune 500 companies, foreign governments, the National Football League, the United States Military Academy at West Point, and the United Nations. A New York Times, Wall Street Journal, and Business Week best-selling author, Maxwell has written three books that have sold more than a million copies: The 21 Irrefutable Laws of Leadership, Developing the Leader Within You, and The 21 Indispensable Qualities of a Leader. His blog can be read at JohnMaxwell.com. He can be followed at Twitter.com/JohnCMaxwell.
By: John C. Maxwell
Where does vision come from? How does a leader develop a clear vision for the future?
At the earliest stages, the word "vision" may be somewhat misleading, portraying vision as a picture that we can see. The birthplace of vision isn't the mind's eye, but the heart. In the beginning, visionaries are guided by passion not sight. They must feel their way in the dark at first, and only through time do they gain a mental image of what the future could look like.
Vision is what you want to do in life, not only what you think should be done. I can think of a thousand noble causes, but only a select few resonate with my heart. Vision begins as a compelling want or desire. The genesis of vision isn't purely an intellectual exercise; it involves monitoring your passions.
Passion generates vision, but I certainly do not recommend blindly following your heart. When developing a vision it's necessary to realistically assess your strengths, skills, and available opportunities. For example, I may aspire to sing on Broadway, but if the sounds of my voice makes an audience cover their ears in pain, then it's time to focus on another area of passion. Desire alone surely is not sufficient to develop a vision. Yet, every vision starts with an emotional spark.
Passion Births Vision
Ability is not enough to enable us to reach our potential. Opportunity alone will never get us to the top. Knowledge is a great asset, but comes up short helping us "be all that we can be." Even putting together a good team is not sufficient. Passion is the difference-maker.
In my years of observing people, I have never seen an individual reach his potential without passion. Horst Schultze, former COO of the Ritz Carlton says:
You are nothing unless it comes from your heart. Passion, caring, really looking to create excellence. If you perform functions only and go to work only to do processes, then you are effectively retired. And it scares me - most people I see, by age 28, are retired... If you go to work only to fulfill the processes and functions then you are a machine. You have to bring passion, commitment and caring - then you are a human being.
Without passion we stop dreaming and settle for survival. We relinquish heartfelt vision in exchange for security and comfort.
One team of researchers followed a group of 1,500 MBA's over a period of 20 years. At the outset of the study, the participants were divided into two groups, Group A and Group B.
Group A, 83 percent of the sample, was composed of people who were embarking on a career path that they had chosen solely for the prospect of making money now in order to do what they wanted later in life.
Group B, the other 17 percent of the sample, consisted of people who had chosen their career paths so that they could do what they wanted to do now and worry about the money later.
The data showed some startling revelations:
• At the end of the 20-year period, 101 of the 1,500 had become millionaires.
• Of the millionaires, all but one - 100 out of 101 - were from Group B, the group that had chosen to pursue what they loved.
In summarizing the research for his book Getting Rich Your Own Way, Srully Blotnick observed the following: "A missing ingredient had to be present if someone was going to become rich: they had to find their work absorbing. Involving. Enthralling." The success stories choose passion over predictable earnings. They had a vision for life beyond material riches, and ironically, they ended up generating the most wealth.
CONCLUSION
To birth a vision, begin by paying attention to your areas of passion. What makes you feel alive? What matters the most to you in life? What activities can absorb attention for hours? Don't worry about being able to see the whole picture immediately. As you look for ways to make contributions doing what you love, eventually a picture will emerge in your mind of how you can shape the future.
About
John C. Maxwell is an internationally respected leadership expert, speaker, and author who has sold more than 19 million books. Dr. Maxwell is the founder of EQUIP, a non-profit organization that has trained more than 5 million leaders in 126 countries worldwide. Each year he speaks to the leaders of diverse organizations, such as Fortune 500 companies, foreign governments, the National Football League, the United States Military Academy at West Point, and the United Nations. A New York Times, Wall Street Journal, and Business Week best-selling author, Maxwell has written three books that have sold more than a million copies: The 21 Irrefutable Laws of Leadership, Developing the Leader Within You, and The 21 Indispensable Qualities of a Leader. His blog can be read at JohnMaxwell.com. He can be followed at Twitter.com/JohnCMaxwell.
Tuesday, 19 July 2011
The Manager's Cheat Sheet: 101 Common-Sense Rules for Leaders
The Manager's Cheat Sheet: 101 Common-Sense Rules for Leaders
Reprinted from: Inside CRM Editors
Management is all about connecting with the people on your team. So how do you effectively manage a team? With common knowledge, of course. These are a few back-to-basics rules that will help you develop management skills that really matter.
Body Language
Like it or not, your body speaks volumes, even when you are silent. Here's how to express an attitude that's appropriate for a leader.
1. Stand tall. Keeping your shoulders back and holding yourself up to your full height will give you an air of confidence.
2. Take your hands out of your pockets. Putting your hands in your pockets is often seen as a sign that you have something to hide.
3. Stand with your arms crossed behind your back. This will help you adjust your posture, and it leaves your hands in a position that is open and not intimidating.
4. Make eye contact. Always look directly into the eyes of the people you are speaking with. This shows you're interested and also gives you a sense of confidence.
5. Sit up straight. Even if you're at an 8 a.m. meeting and feeling tired, it's important to sit up straight in your chair. Slouching makes you look disinterested and can give off an unwanted air of laziness.
6. Face the person you're talking to. This shows you are interested and engaged in the conversation.
7. Shake hands firmly. For many, a handshake is a reflection of the person you're shaking hands with. You don't want to come across as unsure or overbearing, so make sure yours is professional and confident.
8. Always smile. Smiles are contagious and will make others feel positive when you're around.
9. Look your best. You don't have to be model perfect every day, but you should dress appropriately and neatly. Clothes can have a big impact on the way you're perceived.
10. Walk confidently. Keep your head up and take even strides.
Meeting Deadlines
No one will be happy if your team has to rush around at the last minute to complete a project. Follow these tips to make deadlines less stressful for everyone.
11. Only promise what you can realistically deliver. Don't create deadlines that you know you can't meet. By only promising what you know you can do, you'll be able to finish on time.
12. Set clear goals. Once you know what you need to accomplish, it helps to know how and when you want to do it. Put your goals down on paper and make sure everyone on your team gets a copy.
13. Organize a team. Many of your employees will have unique strengths and training that can make them great assets to certain projects. Pick a team that has the right skills to carry out the job.
14. Delegate tasks. Spread work among your employees in a way that doesn't leave anyone overburdened while also allowing the project work smoothly.
15. Create milestones. Creating milestones for you and your team will help you keep track of your progress and also give you a sense of accomplishment as you reach each milestone.
16. Keep communication open. Keeping everyone in touch with the status of the project is key to making sure it's completed on time.
17. Do it right the first time. Planning ahead will help prevent you from delivering a substandard product. Having to redo something for a client costs money, and, more than likely, future business opportunities.
18. Stay organized. Staying organized will help keep you from wasting time chasing down important documents and information.
19. Make sure expectations are clear. Be sure that each member of your team knows what their specific responsibilities are. This will save time and prevent tasks from being overlooked.
20. Create a plan. Compile your goals and milestones into a comprehensive plan for attacking any project you are given. This way, you can make sure you're staying on schedule and that all of your employees will be clear about how and when things should be done.
Getting Along with Employees
A happy office is a productive one. Everyone will be more cheerful if you follow these simple rules.
21. Don't make your employees come in on days they're normally not scheduled to work or call them while they're on vacation. A surefire way to make employees resent you is to invade their personal time for nonpressing work. Unless you have something that absolutely has to be done, let time away from work stay that way.
22. Don't play favorites. Playing favorites can bias your judgment and impair your leadership abilities. Treat your employees equally.
23. Give credit when it's due. Don't take credit for your employees' ideas or hog their limelight. This action not only fosters resentment but also makes you seem untrustworthy.
24. Don't micromanage. While it's fine to keep up with what your employees are working on, don't constantly look over their shoulders.
25. Never discuss employee matters with their co-workers. This kind of gossip always gets back to the person and will make you look unprofessional.
26. Don't interfere with employees' work. If your employees are getting work done, don't stress about how it gets done. Even if it's not being done they way you'd do it, it's best to let employees use their best judgment.
27. Don't push unreasonable deadlines. You don't want to spend all of your time at the office, and neither do your employees.
28. Keep your promises. Barring some catastrophic event, you should always keep promises you make to employees, especially about pay and benefits.
29. Keep work about work. Don't require employees to run your personal errands. Take care of your own personal business or hire an assistant.
30. Reward hard work. Make sure your employees feel valued for the work that they do. Employees will be more willing to put in extra effort if they know it's noted and appreciated.
31. Provide motivation. Sometimes employees need a morale boost. Provide them with encouragement to get a project rolling.
Manage Yourself
Being a good manager isn't just about what you can encourage other people to do, it's also about managing your own performance.
32. Be accessible. Don't hole up in your office all day — come out and visit with your employees. Let them know that they can always come to you with problems and concerns.
33. Be open to constructive criticism. It may not always be what you want to hear, but listening to constructive criticism gives you the chance to learn and grow from your mistakes.
34. Accept responsibility. Part of being the boss is accepting responsibility for the mistakes of all that you manage, not just your own.
35. Know there's always room for improvement. No matter how good you think you are, your job can always be done better. Always be willing to learn.
36. Improve your skills. Learning is a lifelong process. You're never too old to take a class or ask a co-worker to help you improve your knowledge.
37. Explain things simply. Don't use big words or technical jargon just to sound smart and impress others. Your employees will understand and perform better if you explain simply and clearly what you need.
38. Instruct rather than order. You may be the boss, but you don't have to be bossy. You'll have more success if your requests are more tactfully delivered.
39. Include your staff in your plans. Don't make your work top secret; let your employees know what's going on and how they are expected to contribute.
40. Know your subordinates' jobs. You don't want to be caught with inferior job knowledge.
41. Be flexible. It's fine to be firm in what you expect, but allow for flexibility in how it gets done.
42. Get regular feedback. Your employees and superiors can give you valuable feedback on how to improve your performance. Use this to your advantage.
43. Know your limitations. You can't be everywhere doing everything all at once. Know the limits of your time and abilities and say no to things you know you can't do.
Boosting Productivity
Getting the most out of your day can be difficult with a busy schedule, but you can use these tips to help you maximize your time in order to be better available to employees.
44. Get the most out of meetings. Be organized and prepared for meetings to increase effectiveness and time savings.
45. Focus your energy on things that matter. Don't let trivial tasks take time away from things that are really important.
46. Identify your time-stealers. Everyone has little things that detract their attention and make them lose focus. Figure out what these are and work to eliminate them, if only for a few hours a day.
47. Be punctual. Being on time is a big deal. Never keep people waiting for appointments or meetings if you can help it.
48. Respond to your correspondence within a reasonable amount of time. You don't have to be chained to your inbox, but make sure you respond to emails within a few hours whenever possible.
49. Do only what is necessary. There are times when going above and beyond works, but doing so on a daily basis can derail your progress on more important issues. Get the key things done first, then see if you have time for additional things.
50. Stick to schedules and routines. While they may not be the most exciting things, schedules and routines can help streamline and improve your productivity.
51. Organize and manage your schedule. Use any tools and utilities you have at your disposal to prioritize your day and keep track of what you need to get done.
52. Plan more than you think you can do. While this may sound stressful, it can actually be a great motivator. If you manage to get everything done, you'll enjoy a great sense of achievement.
53. Get to work early on occasion. Sometimes an uninterrupted half hour in an unoccupied office can help you get key things done or allow you to plan your day before there are any distractions to slow you down.
54. Know that sometimes stress is good. While too much of anything, especially stress, can be bad, sometimes a little stress can be the motivation to get you moving, allowing you to get more done.
55. Do your least favorite tasks first. Get your most tedious and least desirable tasks out of the way earlier in the day. After that, everything else will be a breeze.
Managing Finances and Resources
Whether you're a business owner or a manager, staying on top of tangible items is vital to success. These tips can help you keep track.
56. Set up a realistic budget. While it's good to be optimistic, don't plan for more spending than you know you can afford. Make sure you plan for emergencies and contingencies as well.
57. Save costs where they matter the most. Don't just pinch pennies for the present. Make sure your savings will pay off in the long run. Compromising on quality might cost you later on in repairs and replacements.
58. Spend only when it's necessary. Don't spend if you don't need to. Every bit you save goes toward your profit.
59. Find alternative sources of finance. Sometimes even successful businesses need a little help. Business loans and investors can help you through leaner times.
60. Stay true to your contracts. Not only will you gain the respect of your clients, you'll also avoid legal battles that can be a serious financial drain.
61. Make sure employees are well compensated. Employees deserve to be rewarded for hard work. Make sure yours are well compensated for their time and they'll be more productive and happier to come to work.
62. Learn to do more with less. Quality is much more important than quantity, so make what you have count.
63. Assign equipment wisely. While it might be nice for every employee to have a PDA, budgets often don't allow for such conveniences. Make sure the employees that need tools the most have access to them.
64. Invest in solid technology. This doesn't always mean the latest technology, but what your office needs to do work effectively.
65. Update when necessary. Using obsolete equipment and programs can really slow you down. Update when it makes sense so you won't get left behind by competitors.
66. Don't be wasteful. Every sheet of paper, paper clip and pen is a cost on your budget. Use materials wisely and don't waste them out of haste or carelessness.
Communicating with Clients
Whether you're a business owner or a manager carrying out a project, one thing is always the same: The client is dominant voice in decision-making. Learn to communicate with them effectively and you'll set a good example for the people you supervise.
67. Remember that the customer is the boss. At the end of the day, your job is to make the customer happy. Act accordingly.
68. Differentiate your products. Don't get lost in a sea of products and services like yours. Make sure you stand out from your competitors.
69. Retain customers as much as you recruit new ones. While you always want to bring in new business, it's very important to maintain relationships with loyal customers.
70. Provide effective channels of communication. Make sure your clients can contact you easily and quickly if they have a problem, concern or question. They can also provide a valuable source of feedback.
71. Maintain customer data. Use this data to make your customers feel special by remembering occasions like birthdays and anniversaries. It's also helpful for keeping track of purchasing preferences.
72. Segment your customers. Not all customers are alike. Divide your customers into groups that allow you to provide attention and services that meet each customer's unique needs.
73. Provide effective after-sales services. Don't let contact fall off after the work is complete. Make sure your client stays happy.
74. Listen attentively. Pay attention to exactly what clients are asking for to help you better meet their needs.
75. Don't be afraid to say you don't know. It's OK not to know the answer to every question. It's better to say you don't know and get back to a customer than to try to bluff your way through a conversation and have to backtrack later.
Keep Up with Change
There is no way to stop the world from changing, so follow these tips to keep up and ahead of the game.
76. Don't fight change. You can't stop markets, trends and technology from changing, so learn to go with the flow.
77. Adopt a predictive managerial style. Don't wait for things to happen to make a move. Anticipate problems and provide contingency plans.
78. Test your contingency plans. Waiting for disaster to strike is a dangerous way to find out if your emergency plans will hold. Test them out from time to time to fine-tune them and make sure they're still relevant.
79. Identify the positives. Even the most negative changes can have positive aspects to them. Being able to identify and maximize them can help make adapting less painful.
80. Be quick to adapt. Learn to adapt to changing situations quickly and be able to change plans on the spur of the moment if the situation requires it.
81. Stay tuned to external factors. Your business is affected in many ways by outside factors. Keep abreast of these so you can anticipate any sudden market changes that would affect how you need to manage.
82. Put in place a Research and Development plan. Encourage innovation and creativity to stay ahead of the demand for newer and better products and services.
83. Keep an eye on the competition. Don't let the competition get the best of you. Keep up-to-date with what they're doing and use it to your advantage in managing your business.
Resolving Problems
Whether problems are internal or external, they can make your management duties a nightmare if you don't handle them correctly. Here's how to stay on top of them.
84. Stand up for employees. If other departments or managers are bearing down hard on your employees, stand up for them.
85. Fix what's broken. Don't waste time placing blame. Take care of fixing the problem before dealing with any possible repercussions.
86. Manage and control your emotions. Don't let anger or frustration affect your problem resolution. If you are emotionally invested in a situation, cool down before discussing it or bring in an outside mediator.
87. Learn when to step in. Some problems might resolve themselves if you just let them be, but you need to be aware of times where you'll need to step in and take control of a situation.
88. Take the blame. If you've made a mistake, fess up. It'll give you more time to work on fixing the problem instead of talking your way out of taking the rap.
89. Get the facts first. Before you pass judgment on a situation, make sure you have the whole story. Listen to employees and refrain from questioning anyone's integrity without first ensuring that you've gathered all the data.
90. Rise above the crisis. Learn to separate yourself from the problem and rise above the fray. You'll be able to think more clearly and make a better decision on how to rectify the issue.
91. Don't ignore problems. A small problem can easily snowball and become something much more difficult to fix.
92. Try to depersonalize problems. Let employees know that the problem isn't with them but with their actions. Don't make it personal.
Go Above and Beyond
Managing people isn't just about getting the job done. To truly be a great leader, sometimes you need to go above and beyond what the job calls for.
93. Lead by example. You can talk until you're blue in the face, but the best way to get a point across is to be the model to emulate. Let employees follow your lead.
94. Get your hands dirty. Sometimes you need to show your employees that no one's above doing unattractive tasks.
95. Make a difference to your employees. Don't just be a generic manager — stand out as a leader and role model for your employees.
96. Gain your employees' trust and respect. You'll have a much easier time managing employees when they respect your rules and boundaries and trust your leadership.
97. Be empathetic to personal problems. Whether it should or not, what happens outside of work can have a big affect on the quality of work produced. Be sensitive if employees have personal issues that keep them from concentrating on work.
98. Be unique as a manager. Every position demands something different and you should be proud to be adept at your particular role rather than trying to emulate other managers.
99. Remember that ethics matter above all. Be honest and reliable in all of your business and personal relationships.
100. Be on the lookout for new ideas. You never know where your next great inspiration will come from.
101. Get to know your employees. Learn more than just their names. Get to know your employees' family backgrounds, likes and dislikes. Doing so will make you more personable.
Sunday, 10 July 2011
Stop Dreaming!
NOTE: I will not only be writing my own blog posts going forward but also I will be sharing valuable writings I come across and ones that many of you may want me to share.
5 Ways to Stop Dreaming and Start Building Your New Business Now
Dreaming is easy. Starting? Not so much. Here are five ways to make the first steps easier.
By Jenn Houser | @upstartbootcamp | Jul 5, 2011 from INC. Magazine
As a serial entrepreneur, I've had my share of new business ideas and (nerd alert!) I find it fun to think about them. Many don’t last longer than it takes me to say, "Hey, it would be cool to (insert idea du jour)." But occasionally an idea sticks with me. I find myself dreaming about turning it into a business. But actually taking the first steps can feel intimidating, even when I’ve done it before.
So that's when I think about something my grandparents used to say to each other. My grandmother would begin happy hour with, "I'm thinking about having a drink," to which my grandfather would reply, "Stop thinking and start pouring!" That philosophy never fails to inspire me to make an easy move to get going.
Here are some pointers to get you building your business now:
Take a step, any step. One of the things that makes starting so hard is that there's so much to do. It's overwhelming. So just pick something—anything—and do it. You'll feel good getting a task done and then be encouraged to take on another one. Before you know it, you're on your way. I usually start with something I like to do, and can get done in one sitting. For example, since I'm a product person, I will write a quick description of what the product offering will be. Then I'll add who will buy it and why. I won't sweat it if it's not perfect (see the next point) because I can change it later. Now I feel pretty darn good because I got started.
Keep it simple and forget perfect. Jason Fried of 37signals, a Chicago web company, says this best: "If you're opening a hot dog stand, you could worry about the condiments, the cart, the name, the decoration. But the first thing you should worry about is the hot dog. The hot dogs are the epicenter. Everything else is secondary." Figure out what your hot dog is, hold the (perfect) trimmings for later and you'll find starting gets much simpler.
Don't reinvent the wheel. There is no need to build something from scratch that you can rent, lease, or (better yet) use for no or low cost. For example, when you are building your website, consider using Wordpress or Blogger rather than having a custom-coded website built. The "off the shelf" tools are much cheaper, faster, and easier to use while you're learning what is needed for your business.
Tell people you're starting. Some founders assume they shouldn't tell anyone what they're doing because someone could steal their idea. But in my experience, the benefits far outweigh the risks. First, nothing makes a business "real" faster for me than telling the people in my life that I'm starting it. Second, a curious thing happens when you tell people about your business. They ask questions and offer ideas. They make introductions and identify the competition. And, by knowing, they can support you (emotionally and otherwise) as you're doing this incredibly rewarding but hard thing.
Tell people what you need. Immediately after you share with someone what you're doing, you should also identify for them what you need right now. This makes their help even more helpful. For example, if you are a technologist who really needs an online marketing expert to help you run the business, tell that to everyone you meet. Your contacts may not know the right person but someone else they know might. You'll be surprised what a small world it is that way.
Look at that, you're started. Easy-peasy.
Jenn Houser is a serial entrepreneur and start-up adviser. She and David Ronick partnered with Inc. to create Upstart Bootcamp@Inc., a program that guides entrepreneurs to start up smarter. To learn more about business planning, take UpStart's on-demand course
Are Entrepreneurs Born or Taught?
Professors at the Wellesley, Massachusetts-based college analyzed a survey of some 3,755 alumni and found that two ("or better yet three") entrepreneurship classes strongly affected students’ decisions to pursue start-ups, and that writing a student business plan also had some influence, though not as strong.
"It's time to cast off the prejudiced question, 'Why teach entrepreneurship?,' because we now have excellent empirical evidence that it makes a difference. We think that entrepreneurship should be taught not only for the production and training of entrepreneurs but also to help students decide if they have the right stuff to be entrepreneurs before they embark on careers for which they may be ill-suited," the professors wrote in the study, called "Does An Entrepreneurship Education Have Lasting Value? A Study of Careers of 3,775 Alumni."
The study found no effect on students of having parents who were entrepreneurs. It also found that men were more likely to become entrepreneurs than women, and that "there was a hint that the higher their income, the less likely that alumni intend to become entrepreneurs."
Another finding: The greater their job dissatisfaction, the more likely that alumni have intentions to become entrepreneurs.
"At a more abstract level, we believe that entrepreneurship should be taught to every business student because it is the very origin of all businesses—after all," the professors wrote, "there would be no business schools if there had never been any entrepreneurs!"
A 2002 Harvard Business School study also showed that if you can convince college students that they have what it takes to run a business, they'll take to entrepreneurship.
Said Harvard professor Howard H. Stevenson: "If you presume that the vast majority of our students are opportunity-driven and achievement-oriented, smart and hardworking (traits they've demonstrated to get here in the first place), then what we do is to give them some tools and techniques to improve their odds of success."
What do you think: Can entrepreneurship be taught?
"It's time to cast off the prejudiced question, 'Why teach entrepreneurship?,' because we now have excellent empirical evidence that it makes a difference. We think that entrepreneurship should be taught not only for the production and training of entrepreneurs but also to help students decide if they have the right stuff to be entrepreneurs before they embark on careers for which they may be ill-suited," the professors wrote in the study, called "Does An Entrepreneurship Education Have Lasting Value? A Study of Careers of 3,775 Alumni."
The study found no effect on students of having parents who were entrepreneurs. It also found that men were more likely to become entrepreneurs than women, and that "there was a hint that the higher their income, the less likely that alumni intend to become entrepreneurs."
Another finding: The greater their job dissatisfaction, the more likely that alumni have intentions to become entrepreneurs.
"At a more abstract level, we believe that entrepreneurship should be taught to every business student because it is the very origin of all businesses—after all," the professors wrote, "there would be no business schools if there had never been any entrepreneurs!"
A 2002 Harvard Business School study also showed that if you can convince college students that they have what it takes to run a business, they'll take to entrepreneurship.
Said Harvard professor Howard H. Stevenson: "If you presume that the vast majority of our students are opportunity-driven and achievement-oriented, smart and hardworking (traits they've demonstrated to get here in the first place), then what we do is to give them some tools and techniques to improve their odds of success."
What do you think: Can entrepreneurship be taught?
Monday, 6 June 2011
Guide Post or Hitching Post
When people talk about change they either embrace it, fight it, or roll with it. As leaders and business people, I believe we have a greater responsibility to play in managing change (or more appropriately responding to change). For anyone to say they are not subject to change is a hallucination.
Great leaders have vision that capitalizes on change and often creates the future. I recently heard a thought through a local Chamber of Commerce Executive Director who talks of change this way:
Great leaders have vision that capitalizes on change and often creates the future. I recently heard a thought through a local Chamber of Commerce Executive Director who talks of change this way:
A wise man once asked “Is your business attached to a hitching post or a guide post?” If your business is attached to a hitching post, you remain fixed, bound to your past, unable to move forward. If your business is attached to a guide post, your business is free to learn from the past and form values that will keep you on track as you progress. So, I ask – is your business attached to a hitching post or a guide post?
As a leader and business make sure you are attached to a guide post.
Saturday, 14 May 2011
Find Your Calling Yet?
I have to admit I am one of those people who is extremely content and happy with what I am doing. I attribute this feeling and success to the fact I believe I have found my true calling in a career and business I love. The fact that I am the leader and part of a team changing the world is a privilege I don't take for granted. I love working with entrepreneurs and helping them get started and knowing our company plays an integral role in their long term success. Looking forward, I am expanding and looking to buy into another business in the next few months that I also feel is changing the world on a global scale and look forward to sharing that with you all in the near future as it may be an opportunity for you and your business.
On the topic of finding a calling I came across a recent article from Dan Rockwell "The Leadership Freak" and thought I would share it in this post as it highlights the point I am making. I hope it inspires you to grab hold of your calling if you have not already. Here is Dan's article:
Finding Vitality
http://leadershipfreak.wordpress.com/2011/03/30/finding-vitality/
Jim Collins, author of, “Good to Great,” wrote the foreword to Frances Hesselbein’s autobiography, “My Life in Leadership: The Journey and Lessons Learned Along the Way.”
From the foreword of, “My Life in Leadership”
During one of our long conversations, I (Jim Collins) asked Frances how she endured the burdens of leadership and sustained her energy.
“Burden?” She looked puzzled. “Burden? Oh no, leadership is never a burden; it is a privilege.”
Jim went on. “But how do you sustain the energy for leadership? We all have limits, but I’ve never seen you reach yours.”
“Everything I have been called to do gives me energy. The greater the call, the greater the energy; it comes from outside me.”
Confirmation
During my own conversation with Frances, she confirmed what Jim Collins wrote. Frances Hesselbein has always been a high energy person with a strong sense of calling.
Personal calling
People with a calling don’t work for a living. Calling suggests purpose and meaning. Job suggests obligation and paychecks. I believe living to earn a paycheck ruins people. On the other hand, a calling refreshes and energizes.
Can you define your life today in terms of calling rather than job? If you can, you’ve found vitality. If you can’t, it’s another day at work.
Calling others
One of the great privileges of leadership is helping others find their own calling. I’ve been present when the fire of calling ignites a person. Yesterday I saw the white heat of calling ignite a local business person when she uncovered her prime motivation in life. All you can do is get out of the way and watch the blaze.
The greatest opportunity of leadership may be helping others find vitality by embracing their calling.
*****
How can leaders find their own calling?
How can leaders help others find their calling?
I hope you enjoyed Dan's article and look forward to hearing feedback from others on their calling and living a life of vitality.
On the topic of finding a calling I came across a recent article from Dan Rockwell "The Leadership Freak" and thought I would share it in this post as it highlights the point I am making. I hope it inspires you to grab hold of your calling if you have not already. Here is Dan's article:
Finding Vitality
http://leadershipfreak.wordpress.com/2011/03/30/finding-vitality/
Jim Collins, author of, “Good to Great,” wrote the foreword to Frances Hesselbein’s autobiography, “My Life in Leadership: The Journey and Lessons Learned Along the Way.”
From the foreword of, “My Life in Leadership”
During one of our long conversations, I (Jim Collins) asked Frances how she endured the burdens of leadership and sustained her energy.
“Burden?” She looked puzzled. “Burden? Oh no, leadership is never a burden; it is a privilege.”Jim went on. “But how do you sustain the energy for leadership? We all have limits, but I’ve never seen you reach yours.”
“Everything I have been called to do gives me energy. The greater the call, the greater the energy; it comes from outside me.”
Confirmation
During my own conversation with Frances, she confirmed what Jim Collins wrote. Frances Hesselbein has always been a high energy person with a strong sense of calling.
Personal calling
People with a calling don’t work for a living. Calling suggests purpose and meaning. Job suggests obligation and paychecks. I believe living to earn a paycheck ruins people. On the other hand, a calling refreshes and energizes.
Can you define your life today in terms of calling rather than job? If you can, you’ve found vitality. If you can’t, it’s another day at work.
Calling others
One of the great privileges of leadership is helping others find their own calling. I’ve been present when the fire of calling ignites a person. Yesterday I saw the white heat of calling ignite a local business person when she uncovered her prime motivation in life. All you can do is get out of the way and watch the blaze.
The greatest opportunity of leadership may be helping others find vitality by embracing their calling.
*****
How can leaders find their own calling?
How can leaders help others find their calling?
I hope you enjoyed Dan's article and look forward to hearing feedback from others on their calling and living a life of vitality.
Saturday, 16 April 2011
My Guiding Values/Principles For Leadership
I recently attended a conference in Kelowna, BC at the Grand Okanagan Resort and during that time went through some exercises and workshops that led to me developing the following list of five guiding principles for leadership. The workshop I attended limited us to five leadership principles or values and I would suggest no more than that as well just to allow you to focus and really hone down what is "most important" to you and your organization. I am not suggesting that these are the five key values to every organization as every organization is different, especially in what they value and how they wish to conduct their business and the reputation they are trying to build. These are the five I have chosen to drive our organization and my life and leadership going forward. One thing I did is add comments or 'sub-values' so I further hone what those values mean to me and what I feel they drive and focus me on becoming. This is a wonderful exercises I encourage you all to do and I would love to hear your feedback and what values you hold for yourself and/or your organization.
My five guiding values/principles for leadership are:
Further breakdown of each (Based on my perception/goals/values):
1. Vision (Innovative/Long-term Thinker)
2. Passion/Heart (Focused/Disciplined/Determined/Perseverance/ Positive)
3 Courageous (Proactive/Innovative/Forward Thinking/Empowering)
4. Integrity (Honest/Principled/Accountable/Priorities/Humble/Respectful/Authentic/Lead by Example)
5. Approachable (Good Listener/Understanding/Empathetic/Open-Minded/Generous/Positive/Wise[Wisdom]/Fun/Humorous/Caring)
My five guiding values/principles for leadership are:
1. Vision
2. Passion/Heart
3. Courageous
4. Integrity
5. Approachable
1. Vision (Innovative/Long-term Thinker)
2. Passion/Heart (Focused/Disciplined/Determined/Perseverance/ Positive)
3 Courageous (Proactive/Innovative/Forward Thinking/Empowering)
4. Integrity (Honest/Principled/Accountable/Priorities/Humble/Respectful/Authentic/Lead by Example)
5. Approachable (Good Listener/Understanding/Empathetic/Open-Minded/Generous/Positive/Wise[Wisdom]/Fun/Humorous/Caring)
Friday, 15 April 2011
Great Resource For Businesses Start Ups
http://www.startupnation.com/business-networking. This is a great resource where people can go and ask others for insights and research. Worth checking out!
Wednesday, 13 April 2011
Value of a Plan
I recently spoke at the local DIA AGM here in Salmon Arm on "How To Position Your Business In Changing Times." Through part of my research I met with a local businesswoman who I sat down and interviewed and got her insights on how she has successfully positioned herself. Cookie the owner of Culinary Inspirations (http://www.culinaryinspirations.ca/) is the inspiration for this first blog. Cookie started her business two and a half years ago just before Halloween 2008. For those of you who may recall that was really the start of a major economic downturn. Further, she was starting a business in a community that is normally heavily reliant on tourists that come to enjoy the wonderful lakes and amenities our community provides and is world famous for during the spring and summer months. Despite these odds she has been profitable every month in business and has grown her business twenty percent per year. Cookie and all her great staff have done so well primarily due to two reasons. First, she has created a corporate culture and atmosphere that is customer focused and kind and respectful. People are greeted as they come in to her store and as they leave and always with a smile and enthusiasm. Customers love going in because it feels like they are coming home. She also responds to her customers and requests and gives a personalized service that make all her customers feel special. This has lead to her business getting a great reputation locally and has meant her business continues to grow by word of mouth and she doesn't fall victim to the seasonality of many other businesses that rely heavily on the tourists (diamonds in her own backyard is the thought that comes to mind).
The other important thing I learned about Cookie and Culinary Inspirations was the value of having a detailed and written business plan. She told me she spent two years developing her business plan and doing all the research before she even opened up the business. She still uses the business plan to this day. She stated it allows her to stay on track and target and not be swayed by ideas that may be working for others. An interesting thing Cookie did that I found especially interesting was after her first full year she went back and put her actual numbers back into her business plan and was extremely close to the numbers she put together in the original plan. I find this amazing as most people just starting a business normally exaggerate the numbers. Cookie admits that much of her success is also instinct and living by the golden rule.
So what does this mean to you? I sincerely hope it means you see the value in having a written and detailed business plan. Below is a partial list of what a detailed business plan can do for you:
1. How to prepare for change and assess and mitigate potential risks
2. How to capitalize on opportunities and overcome business challenges
3. How to conduct/assess competitor analysis
4. How to define and act on a niche market
By now I know there are many other benefits to having a business plan but I hope you all see that there is significant value in having one for yourself and your business. If you don't feel you have the experience or expertise to do one on your own or you want an objective opinion and approach then get help. There are many organizations that can help (like Community Futures in Canada) or individuals who specialize in this area. I also think having another person who can help hold you accountable to your goals and plan is of equal importance. This individual will also care about your success and will be part of your success team.
I love working with entrepreneurs and businesses and would love the opportunity to help you as well. I look forward to your feedback and requests for topics or information and providing value to you and your business. Thank you for taking the time to follow Corey the Coach.
The other important thing I learned about Cookie and Culinary Inspirations was the value of having a detailed and written business plan. She told me she spent two years developing her business plan and doing all the research before she even opened up the business. She still uses the business plan to this day. She stated it allows her to stay on track and target and not be swayed by ideas that may be working for others. An interesting thing Cookie did that I found especially interesting was after her first full year she went back and put her actual numbers back into her business plan and was extremely close to the numbers she put together in the original plan. I find this amazing as most people just starting a business normally exaggerate the numbers. Cookie admits that much of her success is also instinct and living by the golden rule.
So what does this mean to you? I sincerely hope it means you see the value in having a written and detailed business plan. Below is a partial list of what a detailed business plan can do for you:
1. How to prepare for change and assess and mitigate potential risks
2. How to capitalize on opportunities and overcome business challenges
3. How to conduct/assess competitor analysis
4. How to define and act on a niche market
By now I know there are many other benefits to having a business plan but I hope you all see that there is significant value in having one for yourself and your business. If you don't feel you have the experience or expertise to do one on your own or you want an objective opinion and approach then get help. There are many organizations that can help (like Community Futures in Canada) or individuals who specialize in this area. I also think having another person who can help hold you accountable to your goals and plan is of equal importance. This individual will also care about your success and will be part of your success team.
I love working with entrepreneurs and businesses and would love the opportunity to help you as well. I look forward to your feedback and requests for topics or information and providing value to you and your business. Thank you for taking the time to follow Corey the Coach.
Sunday, 10 April 2011
Welcome!
This blog is just getting up and running but will be providing success principles and valuable business, entrepreneurial, and leadership insights that I want you all to use and share. My intent is to not only share my own wisdom and experience but also to have many of the top professionals and experts contribute to the blog as well through guest posts or interviews I arrange with them.
I know there is lots of choices out their in cyber world so my goal is to have a relevant weekly post that not only engages you but keeps you coming back for more and gets you telling friends about it.
Please feel free to contact me if you are interested in contributing to this blog or if I can arrange an interview with you.
Many thanks,
Corey
I know there is lots of choices out their in cyber world so my goal is to have a relevant weekly post that not only engages you but keeps you coming back for more and gets you telling friends about it.
Please feel free to contact me if you are interested in contributing to this blog or if I can arrange an interview with you.
Many thanks,
Corey
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