She Tweets Me,

She Tweets Me Not,

She Tweets Me,

She Tweets Me Not,

She Tweets Me…

Howcum all we 30 million small business owners only ever hear about using Twitter and Facebook comes to us in useless abstract terms?

Do we really care about all the bundles of tech apps and clever little increase-your-overnight-income opps? And how credible are the sources that bombard us with such meaningless, time-wasting minutia? Is there really a business owner anywhere on the planet who actually buys into the daily onslaught of claims being foisted on us by self-anointed “social media experts”?

Surely those online businesses that promise 27,943 new followers a day or 16 million new fans a year can’t be serious? Why is it that mixed in with these thousands of clowns, there is only a handful of resources that truly teach the only information that’s really needed in order to be successful with social media marketing messages?

When was the last time you saw a

good run-down of things to avoid,

when trying to market your business

on Twitter and Facebook?

What’s acceptable as social media business content is far different than what you might put on your website, or in an email blast or a news release or a traditional ad or commercial. More importantly, it is far different than the “socializing” climate that most Twitter and Facebook users indulge in.

I have seen countless scores of respectable businesses stumbling through trying to manage Facebook content (text/words/copy/photos) that is tasteless, vulgar, trashy and often filled with curse words posted by disgruntled employees or vendors, and even by young adult children of the business owner or manager.

Marketing your business on Facebook requires persistent (often constant) ongoing attention and maintenance to ensure that others who don’t share your sense of business decorum are not invading your site with negative associations while you sleep.

Business users of Twitter are not as subjected to outside influence because Twitter is an outbound media vehicle, where people can –like ships in the night– respond to your passing business message with their own passing message but they can’t invade your business message space with negative input.

Facebook, on the other hand, is an inbound media vehicle that allows outsiders to post virtually anything they choose whenever they choose, and it ends up plastered right there next to your carefully constructed heartfelt business message, serving to undermine your business credibility until it can be spotted and removed.

What this distills down to is that business marketing applications in social media can be very effective when they are carefully planned and monitored daily. Yes, daily.

You may think you’re above all that, and are 

capable of simply “winging it.” Think again.

You can’t let other Twitter users provoke you into a debate (or even a one-time comment) about politics or religion unless these subject areas are part of your business foundation.

Don’t believe me? Try it once; your “Followers” will drop like flies. Business-focused Twitter users appreciate business-focused and/or motivational messages, but if those same people do not like your politics, or posts you might make about other taboo subjects (racial profiling, sexism, abortion, anything that’s highly-charged), they will cut you out of their contact base in an instant.

Like joining a game or contest that’s already in progress, enter slowly and politely until you have a clear reading on the unwritten rules. Then plan accordingly and be prepared to stay on top of it every day.

Oh, and please always remember to say “Please”

and especially “Thank you.” Thank you! 

 931.854.0474 or Hal@BusinessWorks.US  

Thanks for visiting. Go for your goals! God Bless You.

 “The price of freedom is eternal vigilance!” [Thomas Jefferson] 

Make today a GREAT day for someone!

Two heads may be

better than one,

but not always

two tongues…

When you are planning or starting out to work with another entity, intent on accomplishing a mutual goal, there are some simple steps you might want to take that can dramatically increase your odds for success.

Regardless of whether the root of your pursuit is to save money with centralized purchasing arrangements, add impact to a community fundraiser, introduce a new strategic alliance or affiliate partner, send out a joint-mission news release, join forces launching a new product or service, or just share clerical or cleaning help, the burden of success rests squarely on your tongue.

Huh? Tongue? What’s that about?

When we buy into a plan or idea or action with another person or business or organization, one that brings mutual benefit to the surface, the responsibility for making things work depends on the mutual ability to communicate clearly.

This translates to using word choices you both understand (vs. jargon that only you and your people can readily digest) and consciously limiting descriptions, requests, suggestions, and commitments to the right amount of words — avoiding with equal disdain too much or too little input. Of course, the flapping of the tongue also necessitates the listening of the ear!

U.S. Naval Academy class underlings are subjected to many disciplines. One of these is the response that’s traditionally been required to be delivered (with a salute) to any upperclassman who asks the question:

“Sir, I am greatly embarrassed and deeply humiliated that due to unforeseen circumstances beyond my control, the inner workings and hidden mechanisms of my chronometer are in such inaccord with the great sidereal movement with which time is generally reckoned that I cannot with any degree of accuracy state the correct time, sir.  But without fear of being too greatly in error, I will state that it is about __ minutes, __ seconds, and __ ticks past __ bells.”

That’s a great tool for cultivating discipline. And those who can rattle out that response (plus many others!) on the spot should be valued and appreciated for their commitment. The thing is that the military (and God Bless Our Troops!) is not business.

In business, and especially in collaborative business where the other entity may not be a deeply-known entity, the response must be “3pm” (or “3:15” or some other approximation) because anything more or less creates confusion, and confusion costs money. Effective collaborators articulate just the right amount of information to get the job done.

When you agree to work with an “outside” business, take the responsibility for getting it right. Take the extra time and trouble to make sure that you’re not only on the same mission, but that you’re also on the same channel, speaking the same language.

“Let me make sure I understand you” or “Do I understand you correctly to mean…” or “Can you give me an example of what you mean by that?” are all ways to help ensure that you and your “partners” will get to where you’re going. Don’t worry about what others think of your efforts to clarify. Worry about failing to achieve the mutual goals if you don’t.

Hal@BusinessWorks.US

Thanks for visiting. Go for your goals! God Bless You.

 “The price of freedom is eternal vigilance!” [Thomas Jefferson] 

Make today a GREAT day for someone!

“I’m too busy for you!”

(Translated: “I’ll never be a leader because

I don’t really care about anybody else!”)

Is “I’m too busy for you!” the verbal or nonverbal message you might be putting out to others?

I just read a promotional endorsement written by someone I know who, years ago, I used to respect. He starts out his explanation of why the particular newsletter he raves about is one of a very few that he actually makes time to read. He opens his statement by saying:

“I’m busy — painfully busy, so

I’m stingy with my time…”

Pull-eease! Who cares? The source, though, may want to know that comments like this scream of the kind of personal frustration known to have led many to depression and isolation.

It would be viewed by not a few psychology professionals as the monolithic signature of an individual who has deep fears of experiencing any forms of intimacy with others.

“Intimacy,”defined by ground-breaking Gestalt Psychology authors James and Jongeward, “is free of games and free of exploitation. It occurs in those rare moments of human contact that arouse feelings of tenderness, empathy…genuine caring…and affection.” 

Businesspeople are not immune to these kinds of connections and cannot hide behind “business” as if it were a protective shield. But many don’t know that they’re doing it. It may be going on for so long, that it feels natural to be a “workaholic.”

Some may say, why interrupt my career mission to get close enough to someone who will want me to pat their hand when they have a crisis? Dealing with other people’s crises slows me down and forces me to sidetrack.

Much has been written in the literature of Gestalt and Reality Therapy about those who play the “Harried Executive” game in life and business.

These are people who define themselves as “overwhelmed” and “overloaded” and “swamped” and “up to my ears…”

They make themselves too busy to have to spend any genuine quality time relating to others.

This is not a healthy mindset, but it is often masked by offering token attentions and participating in general socializing. It frequently requires professional counseling and coaching to move this type of behavior beyond the personal relationship barricade the person has set up for her or himself.

That you might be conveying to others that you are too busy for them, means you are close to the edge of the abyss that forecloses on many of life’s most valuable opportunities.

“I’m too busy” type statements can also be taken by many to mean:

“You’re worthless to me;

  get out of my way!” 

(Can there be any more insulting an attitude to communicate?)

Can you, or anyone who works with you, actually afford to practice being too busy, never mind flaunting it as in the above example?

Time is our most precious and cherished commodity. Of course we need air and water and food and clothing and shelter, but time is what drives those needs.

One of your grandparents no doubt once told you that “Time and tide wait for no man” (a statement that predates modern English and whose authorship is ascribed to St. Marher in 1225) and that “No man is an island” (attributed to the Englishman who was proclaimed the greatest of all metaphysical poets, John Donne, 1572-1631). 

Surely you’ve heard those statements somewhere? Maybe they are worthy of re-considering from time to time.

What kinds of nonverbal “I’m too busy” messages could you be sending out? Arms and/or legs crossed defensively in meetings? Parentally looking over the tops of your glasses at other’s suggestions that seem too time-consuming?

You keep checking your watch, the clock on the wall? You keep checking for text messages? You keep reading emails while someone is speaking with you? Do you walk ahead of others you’re speaking with, or shoulder to shoulder?

Do you pick up the phone and dial when someone approaches you? Do you put off invitations to family gatherings and neighborhood events, or show up to smile and handshake a few people and then slide out the side door when others seem preoccupied?                                                                    

You may want to listen to yourself more…and, hey, check out that great smile of yours in the mirror once in awhile!

 302.933.0116 or Hal@BusinessWorks.US  

Thanks for visiting. Go for your goals! God Bless You.

 “The price of freedom is eternal vigilance!” [Thomas Jefferson] 

Make today a GREAT day for someone!

Not all work is labor.

Is There a Crack in Your

Business Liberty Bell?

Dear Ship Captain:

Maybe your people were never at liberty to learn how to hold on to customers when economic seas got rough? No, bungee cords are not the solution! Giving your people the freedom and incentive to learn is the solution. Why now when every penny counts? Because every customer counts! And the bigger the waves, the more widespread the sense of panic — for your customers and customer businesses as well as for your own.

Your customers may not be in the same boat 

. . . but they’re in the same boat!

This of course doesn’t apply if you’re working in a cushy, tax-dollar-supported government position — one of those newly-created jobs we hear about that are simply adding to our catestrophic national debt. (Sorry, had to get that dig in because, regardless of who did what to whom or who blames whom, the fact remains that those artificial “new jobs” are a large part of why things are the way they are.)

Bottom line is that you have to know that being in the same boat as your customers (and your neighboring and affiliated businesses) translates to the need for teamwork in order to survive in storms, and help ensure that every one’s rowing in the same direction. (You’ve seen the Olympic motivational poster: TEAM…Together Everyone Achieves More. It’s true in business too!)

What can you do about weathering this storm

beginning first thing Tuesday morning?

How can you take a firm foothold of quiet leadership? How can you promote and foster teamwork between your own unsteady business and your nervous or floundering customers who may be on the cusp of giving up their loyalty to you, in favor of less expensive products and services?

The first answer: SET AN EXAMPLE. Show your employees and your customers (and other businesses) how to lead your common interests out of the darkness. Sure you have a vote in November, but that’s 60 days away and, even with sweeping changes, it maybe another year before any entrepreneurial-job-creation relief surfaces. (This may help you get started: http://bit.ly/bo3ZJy)

The second answer: FIRST AID. Give your staff a “refresher” crash course on how to trip over yourself trying to delight every customer and every prospect. Keep reminding them to treat every business visit and contact the way they would want their closest family and friends to be treated. Make sure that “The Customer Is Always Right!” is not just a token expression.

Check out an A-1 classic customer service training video entitled “Give ’em the Pickle!” with Bob Farrell http://bit.ly/gD1b6

Develop an incentive planor program that rewards exceptional customer care efforts. Keep in mind that cash is not always the best or most sought-after reward. Read up on Maslow’s Hierarchy of Needs motivational theory; it works. Start with Net MBA:  http://bit.ly/mKk7D Scroll to “Implications for Management.”

The third answer: LONG-TERM CARE. There are many competent training organizations that specialize in customer service and customer relationship development and management that you can contract with for ongoing or quarterly session programs. Annual and semi-annual efforts are a waste of time and money. Here are two of the best resources to contact: 

Consider a customer-centric “Train the trainer” style leadership program from an organization like TBD Consulting (contact Jonena Relth) www.TBDConsulting.com for options that can bring your designated human resource person up to speed to be able to run ongoing in-house programs.

Another strong alternative –and one that can work independently or in concert with a program like Jonena’s– is Pro-Star (contact Meredith Bell) www.ProStarCoach.com –an exciting new way to provide every employee with their own individually customized computer skill development training and follow-up program, one that also allows for each participant to communicate regularly with her or his hand-picked skill development support team. 

www.TWWsells.com or 302.933.0116 or Hal@BusinessWorks.US  

Thanks for visiting. Go for your goals! God Bless You.

 “The price of freedom is eternal vigilance!” [Thomas Jefferson] 

Make today a GREAT day for someone!

“Aha! Foiled Again!”  

With so many contemptuous disingenuous manipulative self-serving business souls running around out there, your odds as business owner of being “taken” by someone, escalate –it seems to me– in proportion to the growth of your reputation for integrity.

I’m referring to the “wolves in sheep’s clothing” types, the kinds of prospective partners and clients or customers who are masters of deception. They are disarming; they pick up on and exploit your enthusiasm; their false commitments seem credible.

Beware Falsified Authenticity!

The motto, slogan, branding line, t-shirt, bumper sticker that best represents the behaviors of these business impostors roaming the planet –and liberally practicing falsified authenticity– might be best expressed in three words:  Promises Not Kept.

Every business owner and entrepreneur has run across people in this category who inevitably cost them large amounts of “learned my lesson” time and money. Some may simply swindle you out of advances, commissions, or expense money. Some may actually be bold enough to bilk you and then take you to court, even blackmail you.

The business world is not just one big happy place!

Sadly, the business world is not just one big happy place filled with genuine people walking high moral ground who are anxious to help everyone in their path take a giant step closer to nirvana.

That’s not to suggest that utopia is impossible to reach; it’s simply an unlikely business destination for many.

It’s also not to suggest that most business leaders aren’t authentic; I believe they are! Or that they don’t practice goal-setting aimed at making the world a better place, I believe most do!

It’s the “one rotten apple” theory that every business owner and manager needs to be constantly and forever on the alert to avoid, because the associated risks of dissing the possibilities can bring down any business literally overnight.

Here’s the least you can do when you feel the least bit uneasy about someone who works him or herself into a position of significant influence and/or compensation (e.g., hiring or promoting someone to a key position, retaining an outside consultant or creative service or professional advisor, considering an investment or operations or financial or marketing partner, etc.):

• Do due diligence. Don’t stop with routine questions or reference calls. Ask references for references and talk with them (“Who else in your organization might I speak with who worked with this person when she was there?” is often a productive and revealing route to take).

• Be suspicious of offers that seem unbusinesslike, until proven otherwise.

• Have a meal together. Ask. Listen. Observe. Note the ways an individual deals with others (e.g., foodservice personnel? people at the next table?). Arrange to be interrupted and see how on-track the person stays, how agitated he responds (or reacts?) to the interruption.

Worried about these kinds of steps seeming too tricky? Worry instead about misreading someone because you put blinders over your good intentions. We’re talking here about the destructive minority who manage to infiltrate almost every business at some point.

They are people who are typically skilled communicators, who can be good at deception — even eye contact, handshakes, mental hand-holding and back-pats.

If you choose to let them set you up be a pawn (fill in the blank) . . . 

302.933.0116 or Hal@BusinessWorks.US  

Thanks for visiting. Go for your goals! God Bless You.

 “The price of freedom is eternal vigilance!” [Thomas Jefferson] 

Make today a GREAT day for someone!

Feuding Families,

Combative Couples,

Peeved Partners  and

Belligerent Boards

Constant arguing, bitter and mean-spirited discussions, “business infidelity,” resentment, continuous bickering and back-biting, breaking trust and undermining confidences, changing changes.

. . . I want out and it’s time to go!

Or, as the renown Scottish farmer/poet Robert Burns’ prophesied in 1786 with his “Ode To A Wee Mouse” in what may be the world’s most quoted and paraphrased bits of advice: “The best-laid schemes o’ mice an’ men gang aft agley.” (often go awry, or wrong)   

                                                        

How can you continue with the financial problems? The Mission and Vision disagreements? Operational differences? Business expansion and “parenting” plans vs. consolidation?

Do your business and business relationships look increasingly fragile? Are partners distancing themselves? Does collapse seem imminent?

Divorce between married couples is now in the mainstream of American life, and unfortunately serves to set the table for acceptance at a business level. What else is a business partnership besides a marriage? And family business upheavals can be the worst of all because they frequently involve or contaminate marriage relationships that are the very underpinning of a business structure.   

And those who are caught in the middle typically suffer the most. In a couple marriage relationship, it’s the children. In a business partnership it’s the partner families, employees, employee families, investors, suppliers and vendors and last, but not least, the customers! Nor does the damage line always stop there. In many instances, a neighborhood, community, town, region, industry or profession can also be negatively affected.

Ways to patch things up:

Start with giving the other person or people involved the benefit of doubt. You got into this relationship because something was extremely positive. By re-focusing on whatever that was, you may find that existing differences can be easily reconciled. Isn’t it worth a try? Don’t you have a lot invested in each other? Wouldn’t it be easier to move the business forward if differences could be worked out than to simply part ways and have to start all over again?    

So here’s the plan:                             

• If you can get past that first step of thinking, sit down and write out on paper with a pen, a statement of agreement to seek to resolve differences. Each principal involved in the dissension climate must be willing to do this.

• Exchange copies of these statements without commenting or responding.

• Plan a follow-up Q&A clarification discussion the next day (no rebuttals permitted) to review one another’s comments.

• Plan an open discussion of the Q&A clarification discussion a week or so later.                                    

• Next, and again something all involved must be willing to do: write out one sentence on paper that identifies exactly what you identify as the most critical problem.

• Then each needs to write out clear specific improvements desired in the form of a goal statement that is specific, flexible, realistic, and has a due date. 

Or get professional counseling:

An “outside” consultant who is experienced and skilled in both business management and human relations can help each individual involved put her/his differences in writing, channel productive exchanges, and foster committed attitudes aimed toward working through the differences.

A professional can help set up a recovery path with a schedule for renewable  efforts, and a contingency exit plan that can serve to strike a balance and encourage renewed efforts to make things work. Many leadership training-based organizations can provide assistance in identifying and retaining qualified coach/counselors.

This is always a better solution-approach than slamming the door and walking out! And it just might work! 

 302.933.0116 or Hal@BusinessWorks.US  

Thanks for visiting. Go for your goals! God Bless You.

 “The price of freedom is eternal vigilance!” [Thomas Jefferson] 

Make today a GREAT day for someone!

First and third OR

first and reverse?

Given the enviable place to have runners when you’re up (first base and third base), you might think tonight’s post is another baseball story, or first down and a reverse hand-off in football . . . Sorry, sports fans: This one’s about an unusual car, and your unusual business decisions . . . but that’s getting a step ahead; let’s get back to the car. 

I once had a choice of gear combinations for a car I was purchasing. I needed something to get back and forth to college, back and forth to work, and back and forth to parties (some things never change!). A friend of mine, Joe, had THE car for me!

It was an all-black 1954 Sunbeam Talbot 90. Now you may think that sounds like it should be on  the kitchen counter for blending your okra and lima bean smoothies, but it was a car — a classic luxury vehicle in England in its heyday.

It had a sunroof, leather interior, rumble seat, running boards along each side, a hidden pull-out bar in the back, fog lights, six hidden compartments, and barely a mark. It was only a few hundred dollars “because it had a little gear problem,” but “had to be seen,” Joe said. He was right. It was a dream car. Almost.

The “little gear problem” meant I would have to make a decision. I could have only first gear and third gear, OR only first gear and reverse gear. Hmmm. First and third meant revving the thing up to 20-25 mph (which sounded like a dozen weedwhackers in flight), and then quickly “pop” it into third gear (it had “Synchromesh” for gear shifting with some ease) and cruise along, having completely by-passed the missing second gear.

OR . . . I could have first gear and reverse gear – always a good thing, said Joe, in case I ever needed to back up! I asked about speed, but was advised that “something had to go” and I could only have one or the other. With first and reverse, I would of course be able to parallel park, and get out of sticky situations (a date’s driveway?) without having to get out and push.

I could floor it in first and get to the weed-whacker noise level, then pop it into neutral and coast to a crawl, then pop it back into first and floor it again, etc. I took first and reverse. My decision didn’t please a lot of other drivers, but I couldn’t imagine never needing to go backwards.

Has your business been forced to go backwards in this economy? Were you prepared for it? Were you barreling along going forward when you first saw the telltale signs of government incompetence rewarding big dumb companies for doing everything wrong instead of smart small businesses for doing things right? Did you have to shake your head like a wet dog? Are you still?

Decisions that plan for future disaster (building an underground bomb shelter, investing in emergency crank-up radios with every news item about increased awareness of terrorist “chatter,” taking a loss on eBay for your world series ticket options for the Cubs and the Mets) are not always the best to actually implement, but thinking through contingency arrangements is always a good thing.

Developing an exit strategy for a brand new business is like having a pre-nuptual agreement. It seems like a stupid negative influence at the moment of highest positive attitude. It flies in the face of gut instinct. But it is not a bad idea, and it will almost always be of primary concern to any person or entity who is investing in the new business. 

Leave your self and your business “wiggle room.” You may not need to build a bomb shelter, but you’d better know where to go  and when if the business/market/industry or profession you’re involved with, or your state/region/nation continues to step deeper into an economical abyss. Have a plan. Keep it in your pocket. But have one. You might need to back up a little some day. 

Failing to plan is planning to fail.

302.933.0116    Hal@BusinessWorks.US  

Thanks for visiting. Go for your goals! God Bless You.

 “The price of freedom is eternal vigilance!” [Thomas Jefferson] 

Make today a GREAT day for someone!

What you target

for your business

may not be healthy!

Think of it this way: You really want a bacon-wrapped sausage smothered in melted cheese on a slice of buttered white bread with side orders of scrapple and syrup, chili cheese fries , Buffalo wings and onion rings with ranch dressing, finished off with deep-fried cream-filled chocolate cookies and a glass of buttermilk . . .

Uh, if that description makes your mouth water and you decide to head out to some nearby junk-food drive-in, make it one that’s very close to the Arizona, Indiana or Pennsylvania Heart Institutes, or the Mayo Clinic, and be sure your health insurance is paid up! “C’mon, Hal,” you say, “nobody is that dumb who would eat like that.” I have 2-words for you: Observe People!

Not only does stupidity find it’s way to the dinner table (or car-hop tray…yes, there are still car-hops!), but it’s also often used as an excuse for not knowing better because the excuse-giver is too preoccupied being a workaholic to worry about stuff like tumors, and fat, and stents, and clots, and cancer. But being smart doesn’t mean being worried. Worry only achieves stress.

Why all of this banter? Because many small business owners and entrepreneurs who do take care of themselves and who at least make an effort to eat and sleep right, fail miserably when it comes to sizing up what’s best for their businesses. Some who do a nice job of being realistic enough to recognize their own mortality seem to think their businesses are invincible.

“Whaddaya mean this is a bad time for a bank loan? Can’t you see that this idea of mine will revolutionize the whole wind-shield wiper blade industry?”

“These services my family and I have been providing have worked like a charm for a hundred small businesses. Now it’s time to go get those corporate giants with the bailout money. Business is business, right? Just because they’re bigger doesn’t mean they can’t benefit as well.”

I spoke recently with restaurant chef/ owner partners who decided to be able to outdo the competition and market “farm to table” freshness, they would get up at 4 am every day and drive around to nearby farms themselves to hand-pick what they would cook for each meal. Considering they weren’t getting to bed until midnight, you can imagine the rest of that story. . .

                                                                     

If any of these examples causes you to think: So what’s wrong with those ideas?, you should maybe consider going back to the opening paragraph and head on out for one of those tasty meals. If you think these are all nut case examples, you should probably join the guy in the last sentence.

If it’s time for you to get with it, and adopt a more realistic attitude toward your business pursuits, then do it! It’s a choice. Behavior is a choice. You need to “stick to your knitting” when business times get tough. Rushing into anything is not generally a productive way to cope with an economy as catastrophic as this.

Use the time and energy instead to plan for when things get better (hopefully after November) and to make the most of what you have right now. Give customers more for their money and bite the bullet. Give employees increased responsibility and recognition instead of pay raises. Give suppliers consolidated orders you put together with other businesses to get better rates and discounts.

Switch your marketing emphasis from high-priced media buys to free social media and news release opportunities and find people who can help you make those work. Dress up and upgrade your website instead of trying to expand or add locations. Stay tuned into your industry, profession and markets on a day-to-day basis. Outsource tasks that take time and attention away from selling. 

 www.TWWsells.com or 302.933.0116 or Hal@BusinessWorks.US  

Thanks for visiting. Go for your goals! God Bless You.

 “The price of freedom is eternal vigilance!” [Thomas Jefferson] 

Make today a GREAT day for someone!

Sounds like a plan . . .

There’s something in your mind that you

want to go after and try to make happen?

You’ve been dreaming about it for, it seems, forever. You’ve been careful about not telling too many others, but those you do mention it to give you the same 3-way response: a “that’s nice” smile, an agreeable nod of the head, and a pointed effort to steer the conversation in a different direction. They humor you. They don’t get it.

If you’re in big business or government work, those responses are enough to douse your fire. You get second and third thoughts and then back away and abandon your idea. You’re too invested in your own job security to dabble with ideas that will preoccupy your mind and lead you too far astray from your 401k and pension plan payoffs when you retire in twenty years.

If you’re an entrepreneur, you don’t much care what anybody says, nor with whether they “get it” or not. You’re going to make your idea work regardless of the odds, the opinions, the financial insecurities associated with developing things to a startup stage, and beyond. Retirement and payoffs –even profits from sales– are the farthest thing from your mind.

The corporate executives and government administrators measure their innovative thinking in terms of whether the ideas they come up with fit into the grand scheme of long-term and strategic plans that blanket the organizations they serve. Entrepreneurs innovate without plans. Entrepreneurs have goals. They seek only the “end-result” of making their ideas work.

The odds for reaching a destination point are dramatically increased when goal-setting meets certain requirements and, once acknowledged, the focus is on each step that leads to the goal —- instead of on the goal itself.

                                       

For goals to be meaningful, they must satisfy all four of these criteria:

 they must be realistic, specific, flexible, and have a due date.

                              

Many people give up on goal-setting because they don’t want to feel like failures if a goal is not achieved. If it’s flexible, that won’t happen. Flexible goals can be redefined and be given new dimensions and new due dates. A goal in concrete is not a goal; it’s just a pile of concrete. Those fear-of-failure folks also need to be reminded that fear is a behavior, and behavior . . . is a choice! 

Those who think they have goals, but don’t adhere to all four criteria, have only wishes. And wishes only work for Disney characters!

Reality dictates that what “Sounds like a plan” rarely ever is, and what trys to pose as a goal without being specific, realistic, flexible and due-dated is simply a self-absorbing waste of time and energy, and often of money. Reality calls for disciplined action backed by burning desire. Reality is the stuff entrepreneurs are made of.

Entrepreneurs, some would argue, don’t plan; they just act. This is often true when it comes to describing the ways entrepreneurs appear to function in their business activities, but when it comes to getting started, and their daily pursuits, those who are most successful will inevitably point to having and constantly adjusting genuine goals to make their ideas work! Sounds like a plan, eh?  

 Hal@BusinessWorks.US

Thanks for visiting. Go for your goals! God Bless You.

 “The price of freedom is eternal vigilance!” [Thomas Jefferson] 

Make today a GREAT day for someone!