June 25, 2008

Take Your Dog To Work Day: Um, No.

June 20th was the 10 year anniversary of "Take Your Dog to Work Day"...the interesting thing is, our office jumped the gun on this one. About 2 weeks earlier, we had our own "Bring Your Pet to Work Day".

I learned two important lessons: "Don't Bring Your Pets to Work!" (at least not 10 at once) and, "It's ok to say, 'No'".

First lesson: This was a simple one. Dogs are cute, but they really have no manners or etiquette. And guess what, they'll poop anywhere they want to, even in the lobby of a nice office. So, three poops, four pee-puddles, two allergic reactions, and one can of Febreeze air freshener later; I'd learned my lesson. Our company won't invite a gang of pets to the office again.

Dog

Second lesson: I'll admit it, I said yes to this idea because I wanted to be a nice guy. But my gut told me--"pass on this one". I should have followed my gut and just said "No". Our great little culture would have been just fine.

I think "philly girl" summed it up best on a recent blog post when she quipped, "...If it's ok to bring dogs, why stop there? Why not bring other pets? How about lizard day, or rabbit day, or potbellied pig day, or pony day?...and here's another flaw, (outside of the chance of dogs fighting or 'getting romantic' with each other) is that a fair number of people a.) don't like your pet, b.) are afraid of your pet, or c.) are allergic to your pet..."

I love pets, but not when they poop in my lobby--and in the future I'll remember that sometimes it's ok to just say, "Um, no".

Check out these great blog posts for more information about this topic:

Take Your Pet to Work Day

Friday is Take Your Dog to Work Day

Happy Take Your Dog to Work Day

June 16, 2008

5 Reasons Why Entrepreneurship Improves Your Life

There are good reasons why over 30 million Americans have chosen the path of entrepreneurship. But some of the most important reasons are often overlooked.

Entrepreneurs are responsible for starting and running the small businesses throughout our cities. These people include the local dry cleaner, auto dealer, restaurateur, franchisee, personal trainer, and grocer. They’re responsible for the technology we rely on every day—cell phones, Internet access, hardware, and digital entertainment.

An entrepreneur is a visionary and a builder of businesses. They build profitable companies that sustain our nation’s financial foundation. While their initial reasons for venturing into startup-world might go no further than the pursuit of personal wealth, they ultimately play a significant role in our society. As articulated by Peter Drucker, “Business isn’t just business. It’s the economic engine of democracy.”

The personal reasons for following the path of entrepreneurship vary. Typically, the greatest motivations come from the prospect of wealth, security, being the boss, freedom, and a passion for a product or service. All good reasons. Fifteen years ago, my main reasons for going solo were basically the same. I suspect your reasons might be similar.

It’s taken me 15 years to realize, though, that entrepreneurship is about more than achieving the obvious objectives—much more. The fact is, those who pursue  entrepreneurial success meet unexpected tests and trials that shape them for good.

Here are five reasons why starting your own business will mean more to your life than you think:

1.       You’re going to be tested. Hammered, actually. When I started my journey as an entrepreneur, my vision was fixed on the financial rewards of growing a business. I had no way of knowing how many great personal tests I would face along the way. I was too inexperienced to anticipate how market factors, competitive pressures, cash constraints, and managing employees would create an environment of nearly constant pressure. New twists, turns, and surprises surface with exhausting frequency. There’s a wise saying that “…hammering hardens steel and plays havoc on putty.” It’s the opportunity for you to become strengthened and refined under the heat and hammering of business challenges. Sadly, many wilt, falter, or fail under these circumstances. So be prepared to face and conquer real-life tests as an entrepreneur and to be better for it.

2.       You’re going to fail. That’s a good thing. Think of failure as the toll paid for future success. Every great success story includes painful chapters of failure and misstep. It’s a fact that through failure, questions are answered and solutions are discovered. Og Mandino said, “Failure is the highway to success, as every discovery we make of what is false leads us to earnestly seek after what is true and points out some error which we shall afterward carefully avoid.” And it’s the experience of failure that breeds the ability to be flexible, humble, and thoughtful—qualities required to create a company that can stand the test of time. Flexibility, humility, and thoughtfulness go a long way in life, too.

3.       You’re going to learn patience. It develops as a natural result of the hammering and the failures that you’re sure to experience. Patience is the trait that truly separates inexperienced entrepreneurs from the seasoned and successful. Patience earned through experience is what allows a business operator to get beyond idealistic dreams and deal in the world of sound, realistic expectations. Pray that it develops within you as soon as possible.

4.       You’re going to have a major impact on people. It’s inevitable. People—perhaps many people—are going to give a portion of their lives to your cause. This isn’t a small thing. Your actions toward your customers, vendors, and especially your employees will have a positive or negative impact on their lives. You will learn that managing people is really about leadership, and leadership is about inspiring people to reach their full potential. In The 8th Habit, Stephen Covey explains that it is absolutely crucial that we “…find our voice and inspire others to find theirs.” And again, from Drucker, “Management is about human beings. Its task is to make their strengths effective and their weaknesses irrelevant.” I hope that as you build your company, you will find that it is an ideal platform for doing much more than selling widgets—the opportunity is there to change many lives for good.

5.       You’re going to develop character. Sure, you might get rich, retire young, and travel the world, too. But realize that this isn’t really the end game. In time (sooner rather than later, with any luck), you’ll recognize that building a business is much different than what you might have initially envisioned. If you choose to pay the price for success, you’ll find that it’s actually much harder than most accounts of business success would suggest. But through that hardship, great rewards are available. While there is no guarantee of riches, through the pursuit, you will obtain rewards of character. And the development of sound character is perhaps the most important perk of entrepreneurship. At the end of the day, no one really cares how much money you made. They care about who you are.

We all have perceptions of what it will be like to reach a certain goal. And when we finally get there, we usually find a completely different reality than what sparked our action toward the goal. As an entrepreneur, that has been my experience. I have been pleasantly surprised by the lasting benefits uncovered through the lessons of my business experience.

Entrepreneurship is one of those things that can provide greater results, greater benefits than you might have initially expected. You’ll develop deep life experience and a level of humility as a result. You’ll gain patience and have a great impact for good on many people. And ultimately, that is the most important benefit of your pursuit.

June 05, 2008

"Rapido es Happy!"

David_4

Let me introduce you to David. He's one of the janitors who works in our office.

This guy is amazing, really.

I first met him a few weeks ago...I couldn't help but notice him!

That's because one evening I was startled when I heard our front door burst open, and then heard a rapidly rolling trash bin and David_1keys jingling loudly rushing toward my open office door--I was immediately in the state of "fight or flight" because I actually thought someone was being chased through our office!

Before I could get out of my chair to defend myself, David-the-Janitor ran by my office pushing his trash-bin-on-wheels.

That's right, he literally runs through our office, from cubicle to cubicle, emptying our trash bins!

David_3

For the next week I watched him run around the office, doing his job as if the world depended on him to get it done.

Honestly, I was inspired.

How often do we drag through our daily responsibilities or trudge through life without passion or energy?

Finally, one evening I invited him into my office to take a break...I proceeded to utterly confuse him with my terribly broken spanish. But we managed a basic conversation.

After we got acquainted, I asked him if he ran like this through the entire building and he said, "Si!".

I asked him if his boss was the devil or something and he said, "No!"

So I said, "Then why do you run, David?"

He replied, "Rapido es Happy y slow es Sleepy!

Wow. Here's a guy who does something basic, something a lot of us would probably complain about...and he's found one of the great keys to happiness...

Work hard, work rapidly, and take pride in whatever it is you do--and be happy.

Thanks, David!

Check our these great blog posts for more information about this topic:

Finding Passion at Work

Passion to Work

Worth a Visit - Love Your Job?

Learn to Love Your Job

May 13, 2008

Responding to Change

Business, as in life, is always in flux. Change is constant. How we respond to change defines our outcomes--our results.

Many entrepreneurs fail to actively look for the changes taking place around them--it's more comfortable to maintain the status quo.

In "Managing in the Next Society", Peter Drucker tackles the topic from a different perspective. Most of us shy away from change or hope that things stay just as they are. Drucker encourages entrepreneurs to actually search for change, evaluate it carefully, and respond effectively.

Here's what this great business leader had to say on the topic of change in a segment he entitled, "Searching for Change":

"A change is something people do; a fad is something people talk about. Smart entrepreneurs see change as the norm and as healthy. The entrepreneur always searches for change, responds to it, and exploits it as an opportunity.

Look at every change taking place around you, look out every window. And ask, 'Could this be an opportunity?' 'Is this a genuine change or simply a fad?' The difference is very simple: A change is something people do, and a fad is something people talk about. An enormous amount of talk is a fad. You must also ask yourself if these transitions, these changes, are an opportunity or a threat. If you start out by looking at change as a threat, you will never innovate. Don't dismiss something because this is not what you had planned. The unexpected is often the best source of innovation."

I'm trying to heed Peter Drucker's advice. I'd encourage you to do the same.

Drucker continues on the topic with the following advice, "Take a half an hour to discuss with a colleague the changes sweeping your industry and identify the biggest genuine changes. Ignore the fads; figure out how to capitalize on the genuine changes."

Check our these great blogs for more information about this topic:

Self Growth and Business Development Brings Success

5 Reasons Why People Refuse To Accept Change

3 Principles to Create Lasting Change

Ten Tips on Managing Change

April 25, 2008

Jumbo Shrimp Marketing

Several months ago I stumbled across some YouTube marketing presentations by John Moore of Brand Autopsy.

Here's an interesting presentation called "Jumbo Marketing: Get Bigger by Acting Smaller".

In this clip, John, formerly a National Director of Marketing for Whole Foods Market, outlines some of his thoughts on "Getting Bigger by Acting Smaller":

1. Be the best, not the biggest

2. Be passionate about your business

3. Passion attracts passion

4. Treat employees as family

5. Re-define success--measure the impact

Check out these great blogs for more information about this topic:

Small is the new big

How Business Can Get Bigger by Acting Smaller

Bigger Isn't Always Better

Small Giants

April 23, 2008

Alltop.com: Highly Organized Content

Spending time searching for relevant content online is something I am very familar with.

How many hours have I wasted fumbling around search engines, targeted sites, and the whole confused mess of content that's "out there"? I would estimate that I've wasted hundreds of hours sorting through this maze...

Apparently Guy Kawasaki and his team over at Nononina, Inc. were having the same problem.

So, like all great entrepreneurs do, Guy and his team went out and created a solution; Alltop.com.

www.alltop.com is a very well organized site that aggregates relevant websites within targeted categories. Naturally, I gravitate to the business section: Alltop Small Business

"Alltop is deceptively simple. The site gathers up the best suggestions from the most active social web users and compiles links into a simple, clean discovery space. For many, Alltop will replace their RSS readers." Chris Shipley, the chairman of Guidewire Group.

Go take a look and see if you can't find some areas of interest...you'll find that the site's organization, navigation and relevance are as good as it gets online.

Check out these great post for more information about this topic:

New Alltop Blog "Dashboard"

Catch Some Buzz from Alltop

Announcing (Formally) Alltop

Alltop is a One Stop Blog Shop

April 16, 2008

Entrepreneurial Instincts: Part 2

Instinct: "An inborn pattern of behavior that is characteristic of a specific species..."

Entrepreneurs are a unique species. I wrote last month about some of the basic instincts of entrepreneurs when I introduced The Due Diligence Instinct and The Solution Instinct.

Here are two more to consider...

Youthful Genius Instinct: Most business owners have a story about how they started their first enterprise as a kid; selling lemonade, washing cars, or mowing lawns. My first business was in elementary school when I used to actually "trick-out" standard number two pencils. That's right, first I would sand off the original yellow paint and then I'd use colored pencils and draw polka-dot, pin striped or Tye-dyed custom designs on the pencils. I'd pawn them off for $1 to my fellow 5th graders. Later, when I was a surf-obsessed teenager, and to my mom's dismay, I decided to make surfboards in our garage. With my power-sander I would shape foam blanks leaving up to 10 inches of toxic foam layered throughout the garage...then, to make matters worse, I would spray paint designs on the boards and apply a fiberglass coat to the foam blanks. The marine resin coated our garage floor. She shut down my empire after selling only 3 boards. To this day; 20 years later, we still have surfboard paint and resin remnants in that garage.

Entrepreneurial Heritage: Entrepreneurial instincts definitely run in the family. The Trumps, Marriott's, Romney's, Murdoch's and many other great entrepreneurial families pass-along the instincts of entrepreneurship to the next generation. Even among the unknown small business owners of America, the truth of entrepreneurial heritage is evident. My great, great grandfather started the business tradition by rounding-up wild horses and selling them to the US Government. My father operated a small company called Redi-Spuds, a produce company where my brother Greg and I would work together delivering french-fries, salad, and potatoes to restaurants in California. (Greg liked to toughen me up by locking me in the walk-in freezer and see if I could survive for an hour or so. Fun times.)

April 12, 2008

Your Next Business Is Right Under Your Nose

In 1997 my good friend Anton Visser and I were sales reps for Pyxis, a $500 million division of Cardinal Health. We sold point-of-use pharmaceutical and medical supply systems to small hospitals throughout the US.

While traveling on business trips we would spend nights in hotel rooms brainstorming new business ideas. It wasn't long before we realized that we had a great idea right under our nose. Why not take what we were already selling, something we were already experts in and find a new, untapped market to expand into?

Within one year we had obtained a worldwide license to market automated point-of-use systems to the industrial supply and manufacturing industry, markets that Pyxis was not interested in approaching. We established DispenseSource (now Nexiant www.nexiant.com ) in 1999 and quickly raised over $10 million from venture capitalists.

Now, 8 years later, Anton is using the entrepreneurial model that has worked well for him once before. He's finding yet another market for the technology that he knows so well. In 2008 Anton launched v-Supply (www.vsupply.com ) which brings the proven point-of use inventory systems of  Pyxis and Nexiant to the Dental industry.

Look around--What are you doing today in your current job or in your current business that can be introduced to a new market? Is there a software or service that you've been impressed with that might be applicable in another market or introduced to a new clientele?

Be aware that most of the great new businesses are not really that new at all--they're usually spin-offs of something already proven.

Keep that in mind. You're next great entrepreneurial idea might be closer than you think.

April 06, 2008

The 7-Sentence Marketing Plan

I read an article this morning on Entrepreneur.com that reminded me that I've strayed from some important basics within my own company.

At Northstar we launch a lot of new marketing initiatives. Sometimes we forget to outline a clear, concise plan before we move forward. That's marketing 101, but even experienced marketers fall into the trap of overlooking fundamentals.

When I look back, I can see that failing to follow some basic rules of planning has cost us an awful lot.

I thought this was a nice reminder of how you can utilize a simple excercise to make sure that your marketing plan is headed in the right direction.

As Al Lautenslager explains, "Here's a simple process to creating a marketing plan using just seven sentences":

Sentence 1: What is the purpose of your marketing?

Sentence 2: Who is your target market?

Sentence 3: What is your niche?

Sentence 4: What are the benefits and competitive advantage?

Sentence 5: What is your identity?

Sentence 6: What tactics, strategies and weapons will you use to carry out your marketing?

Sentence 7: How much money will you spend on your marketing; what's your marketing budget?

I'd suggest you go and read Al's entire article, and most importantly, make sure you implement this simple strategy before your next market launch.

March 13, 2008

Entrepreneurial Instincts

I was talking with a friend last night about a billionaire entrepreneur who started two companies. He sold his first one for $600 million. He sold the other for $750 million.

That's no coincidence. So called "serial entrepreneurs" have some common entrepreneurial instincts that set them apart from the average business owner.

These entrepreneurs assess business opportunities with a natural instinct.

Here are just two of these instincts (they're closer to sicknesses, really!).

Compare yourself; do you possess them?:

The Due-Diligence Instinct: Natural, instinctive entrepreneurs have an innate tendency to assess businesses constantly. As customers or observers they'll run random businesses through their own due-diligence tests. For example, in a restaurant, while silently looking interested in the dinner conversation, they're actually calculating how much their meal cost. Then, they're figuring an average plate price for the entire location and calculating how many patrons might dine on an average night. From there, they can guesstimate costs and a few other things about the success of the business. Once while waiting in line for the roller coaster atop of the New York, New York hotel in Las Vegas, I guesstimated that based on the $12 per ride charge and the amount of people still in line at 1am (about 100), the ride was bringing in at least $13 million a year. Not bad. Whether my figures were right or wrong isn't the point...the point is...I was standing in line trying to figure out the business model--at 1am in Las Vegas!

The Solution Instinct: Natural, instinctive entrepreneurs have an innate tendency to think about how to solve problems. They are always looking while traveling or while they're using some widget or service. They're naturally thinking about how something can be done better or what might be lacking about a product, process, or system. Recently I read an article about a company that has come out with a new hanger to sell to dry cleaners. It's sturdy, durable, cheap...and it's made of paper. A high volume, environmentally friendly product with a highly targeted market. They're eliminating waste and pollution by saving billions of metal hangers from being thrown in the trash each year. Their product is sweeping the nation. It's a classic example of how an instinctive entrepreneur finds incredible new opportunities that are staring at millions of people every day--but it takes the solution instinct of a great entrepreneur to see it.

February 28, 2008

How To Make Your Business Goals "Stick"

Dan and Chip Heath, authors of "Made to Stick" wrote another insightful article in Fast Company this month.

They explained the difference between goals and resolutions.

What really jumped out at me though, was being reminded of the fact that our goals have much more weight, impact, and resolve when we add a higher level of accountability to them.

Making a clear goal and personally committing to it is good. Making a clear goal, personally committing to it...and sharing it with others takes it to a whole new level. 

In the article I mentioned, the Heaths observed, "At Microsoft, for instance, employees set ambitious goals for themselves each year, called 'commitments,' that are created in consultation with their peers and supervisors and later made public. Peer pressure, or even just peer awareness, is a powerful motivating factor."

I'm writing this post today for a reason. It's January 24th. Exactly 24 days since the dawn of our new year when millions of people set new, ambitious goals for themselves. Now, 24 days later, millions of people have already lost their resolve and those great, daring, worthy goals are being dropped faster than they were conceived.

Are you one of them? Already bailing out on New Years Goals?

I'd challenge you to stick it out and establish a new level of resolve by creating more accountability for the great goals you've set.

You can do that by telling peers, friends, and family what you've decided to accomplish, and what your goals are. It's interesting how much harder it is to quit a goal that others are excited to see you accomplish.

Check out these great blog posts for more information about this topic:

Sticking With Your Goals

Six Steps to Keep your New Year's Resolution

February 15, 2008

"It Just Seemed Like A Fun Thing To Do"

At our Northstar Thinktank office here in Austin, TX we have a team of business experts who work hand-in-hand with business owners. These experts give advice, guidance, and insight as our clients navigate through the business ocean.

Through many years of experience we've accumulated a lot of valid reasons why an entrepreneur should or shouldn't jump into a new venture.

Over the weekend I read something that made me realize that there is yet another great reason to jump into the fray...

In the November 2007 issue of Business Week the founders of Threadless.com were featured. In the article, Threadless: From Clicks to Bricks, the founder and CEO Jake Nickelly was asked why they decided to transition from being a completely online business to a brick-and-morter retail business as well. His answer struck me--and not because it's a sound business strategy, per se, but because it underscores a valid reason for doing business in the first place. He said, "We really had no good reason to open a store. It just seemed like a fun thing to do."

That's something I needed to hear.

Your business should be something that's fun to do.

From now on, the business experts at Northstar Thinktank will make the discussion of "having fun in business" a standard topic.

I mean really, as entrepreneurs, why make the sacrafices we make if it isn't fun? It's just got to be fun and enjoyable if we expect to reach the goals we seek.

Check out these great blogs for more information about this topic:

3 Ways to Get Better Results in Your Life

14 Step Guide to Finding the Perfect Career

January 16, 2008

I Have No Good Tax Tips For You

Yes, it's that time of the year again. Tax Season. There's nowhere to hide. Unfortunately, I really can't give you any personal tax tips or tax advice on this one...sorry.

I'm not a tax advisor. I'm not a tax expert. Never will be--don't want to be!

In fact, I have a confession about my personal taxes. I spent several years of my professional and entrepreneurial career paying all sorts of tax penalties and extra fees because I kept messing up my taxes.

I finally got smart and stopped trying to decipher the mysteries of the IRS and handed it over to a tax expert. Imagine that! Trust me, the fees I pay for tax expertise far outweighs the ridiculous fees I incurred trying to go solo for all of those years.

Here are some useful tax season resources that provide far better tax advice than I am qualified to offer.

These resources offer Tax Tips for Entrepreneurs, some General Tax Tips and the Top 5 Missed Business Deductions.

On second thought, I suppose I can offer just a little bit of personal tax advice:

It's ok to hate taxes and the tax season. Just don't hate it so much that you forget to pay them.

January 08, 2008

Raise Business Capital: Not Always The Best Solution

I have the opportunity to hear the business challenges and success stories of entrepreneurs every single day. Most of what I hear has to do with the business challenges, because most companies are struggling with challenges in their business.

So, we have discussions about how these business challenges can be addressed. During these discussions there's a recurring comment that falls from the lips of almost every struggling entrepreneur: "I just need money. If I could just raise business capital, we would be absolutely golden."

The reality is that in most cases, having more money isn't always the best solution. That's because the real problem isn't about having more money to spend, the problem is that the business model isn't sound or the management team isn't operating effectively.

The fact of the matter is that thousands and thousands venture capital financed companies end up in failure despite their (temporarily) deep pockets.

Trust me, I really do understand the temptation to believe that money in the bank is the ultimate solution to every problem. I've said it before, "...Oh, the things we could do with a little more money!"

That kind of thinking is a dangerous trap.

Here's my bullet-point lecture on changing that kind of thinking:

  • If your business model is really worthwhile and there is true demand, then you will either grow naturally with very little capital or when you talk to investors they will immediately want to give you money.
  • If your business model was working before; you still have customers, you still have revenue, you still have a viable product or service, then there are still multiple solutions that are better than raising capital--start by slashing costs.
  • If very few people are interested in buying your product, or worse, if only your family says what you are doing is wonderful; then get over it, let go, and move on.
  • Forget about the stories of the guys who come up with a neat idea, raise gazillions in a couple months, and sell out for billions in 3 years. That really can't be planned and aiming for that will hinder the perspective that you need as a successful entrepreneur.
  • The best early stage companies are able to show real proof of concept without spending much money at all.
  • If you can prove through modest, shoe-string testing, that your business model really works, then you will have no problem raising money--if you need it.
  • If you are seeking business capital to solve a problem but you still haven't worked many days all through the night to find a solution...you're not deserving of investment capital anyway.

December 12, 2007

A Lesson in Small Business Perks and Company Culture

I'll start with the moral of this story:

Having great people in your company is essential. It set's the tone for a great company culture. Attracting a big pool to choose from is tricky. Try using creative perks...Professionals love creative perks and benefits! And even smaller companies can offer some excellent small business perks that grab attention for just few hundred bucks.

Here's some proof:

Last week we began a search to fill a position in our company.

The position wasn't too glamorous and we've had a hard time generating applications for it in the past.

As it turns out, the people involved in recruiting within our company set up a competition between each other. Whoever could generate the most resume's would win...something...(that's not the important part.)

They each posted their position descriptions and ultimately, the descriptions were almost identical.

One of them generated 2 responses. The other generated 25 responses.

The difference? Well, the position description that generated 25 responses had one unique line added to the very end of the post:

"...we also have XBox 360, Guitar Hero and a Ping Pong Table in our office."


Check out these blogs for more information on this topic:
14 Behaviors and Attitudes That Can Drive Workplace Success
Before Customer Service Can Change, the Culture Must Change
The $2,288 Manicure