Entrepreneurial Skills Quotes

When you work on something that only has the capacity to make you 5 dollars, it does not matter how much harder you work – the most you will make is 5 dollars.

Most officially “poor” Americans today have things that middle-class Americans of an earlier time could only dream about—including color TV, videocassette recorders, microwave ovens, and their own cars. Moreover, half of all poor households have air-conditioning. Leftist redistribution of income could never accomplish that, because there are simply not enough rich people for their wealth to have such a dramatic effect on the living standards of the poor, even if it was all confiscated and redistributed. Moreover, many attempts at redistributing wealth in various countries around the world have ended up redistributing poverty. After all, rich people can see the political handwriting on the wall, and can often take their money and leave the country, long before a government program can get started to confiscate it. They are also likely to take with them skills and entrepreneurial experience that are even harder to replace than the money.

The five essential entrepreneurial skills for success are concentration, discrimination, organization, innovation, and communication

He is—and this is a fundamental entrepreneurial talent—a master illusionist. It’s the essential entrepreneurial skill, to convince people you are what you have yet to become.

Insight and drive are all the skills you need. Everything else can be hired.

...successful research doesn't depend on mathematical skill, or even the deep understanding of theory. It depends to a large degree on choosing an important problem and finding a way to solve it, even if imperfectly at first. Very often ambition and entrepreneurial drive, in combination, beat brilliance.

Neoliberalism is in the first instance a theory of political economic practices that proposes that human well-being can best be advanced by liberating individual entrepreneurial freedoms and skills within an institutional framework characterized by strong private property rights, free markets, and free trade.

The most important entrepreneurial seed a company grows is the talent that it represents.

Productivity -- real, self-driven productivity -- was one of the first entrepreneurial skills I learned. It served me well when I was on my own, and it has served me even better as an employee because it requires a kind of organization and self-motivation that employees aren't necessarily incentivized to cultivate. After all, if you are superproductive, all you'll get is more work to do, right?

Successful research doesn't depend on mathematical skill, or even the deep understanding of theory. It depends to a large degree on choosing an important problem and finding a way to solve it, even if imperfectly at first. Very often ambition and entrepreneurial drive, in combination, beat brilliance.

Black America faced two options. We could seize on the great freedom we had just won in the civil rights victories and advance through education, skill development, and entrepreneurialism combined with an unbending assault on any continuing discrimination; or we could go after these things indirectly by pressuring the society that had wronged us into taking the lion’s share of responsibility in resurrecting us. The new black militancy that exploded everywhere in the late sixties—and that came to define the strategy for black advancement for the next four decades—grew out of black America’s complete embrace of the latter option.

Creating a symbiotic (more mutualistic) public-private innovation ecosystem thus requires new methods, metrics and indicators to evaluate public investments and their results. Without the right tools for evaluating investments, governments have a hard time knowing when they are merely operating in existing spaces and when they are making things happen that would not have happened otherwise. The result: investments that are too narrow, constrained by the prevailing path-dependent, techno-economic paradigm. A better way of evaluating a given investment would be to consider the different types of ‘spillovers’, including the creation of new skills and capabilities, and whether it led to the creation of new technologies, sectors and markets.

Reading this book, you will probably get motivated to take a major faith step, but life can stare you back in the face and tell you that you are stupid to believe that God will answer your prayer. The bottom line is, GOD CAN DO IT, and He will do it if you let Him. Numbers, 23:19 states, “God is not a man, that he should lie, nor a son of man, that he should change his mind. Does he speak and then not act? Does he promise and not fulfill?” Your entrepreneurial dream may seem impossible, but God can do it. Your finances might be in the worst shape that you have ever experienced in your life, but God can fix it. You might not have the education or the skill that you know is required to follow through on your dream, but God can supplement it. Will you trust Him to do it?

Most young people find school hard to use. Indeed, many young people find school a negative learning environment. Not only do schools fail to help students become competent in important life skills, they provide a warped image of learning as something that takes place only in schools, segregated from the real world, organized by disciplines and school bells, and assessed by multiple-choice, paper-and-pencil tests. Schools have scores of written and unwritten rules that stifle young people’s innate drive for learning and restrict their choices about at what they want to excel, when to practice, from whom to learn, and how to learn. It is no wonder that so many creative and entrepreneurial youth disengage from productive learning. They recognize that staying in the schools we offer them constitutes dropping out from the real world.

Kisan Call Centres provide valuable and timely knowledge support to farmers and fishermen. Similar domain service provider call centres are required in the field of commerce and industry, entrepreneurial skill development and employment generation, travel and tourism, banking and insurance, meteorological forecasting, disaster warning systems, education and human resource development and healthcare.

using money as a “neutral indicator of value”—a way of determining whether or not you have enough career capital to succeed with a pursuit. I called this the law of financial viability, and concluded that it’s a critical tool for navigating your own acquisition of control. This holds whether you are pondering an entrepreneurial venture or a new role within an established company. Unless people are willing to pay you, it’s not an idea you’re ready to go after.

as a recent article on the camps in the Wall Street Journal put it. “Children are born imaginative, energetic, and willing to take risks,” a reporter noted, “but lose this entrepreneurial spirit.” Children’s imagination and creativity, as it turns out, are merely unrefined pre-professional skills. Not only is children’s free time reconfigured as wasted labor-hours, but education itself is reduced to pre-professionalization.

It is largely irrelevant whether the propertied elite acquires managerial skills, takes an active part in managing corporate enterprise, or has assimilated non-propertied elite manager into its own class and interests. What Mills and his disciple, William G. Domhoff and their school do not sufficiently perceive or appreciate thoroughly is that the interest of the propertied elite have changed substantially with the revolution of mass and scale. The propertied elite or “grand bourgeosie” of the bourgeois order may not have changed significantly in family composition, and certainly it retain wealth and status. Its economic interests, however, have changed from being vested in the hard property of privately owned and operated entrepreneurial firms, usually comparatively small in scale, to being intertwined with and dependent upon the de-materialized property of publicly owned, state-integrated, managerially operated mass corporations.

At its heart, neoliberalism is a theory of political economic practices that proposes that human well-being can best be advanced by liberating individual—not collective, please note—individual entrepreneurial freedoms defined in very particular ways, and skills within an institutional framework characterized by strong private property rights, so-called “free markets,” and so-called “free” trade. If I could just have my hands doing air quotes, I’d be doing it continuously, but you can see that in your imagination. The role of the state under neoliberal philosophy is to create and preserve an institutional framework that’s appropriate to these kinds of practices. It must guarantee the quality and integrity of money. Also set up those military defense, police, and legal structures and functions required to secure private property rights, and to guarantee, by force if need be (and we’ve seen some of this already in the conversation about militarism; we’ll see more of it), by force if need be, the proper functioning of markets. That’s the role of the state. If markets do not exist in areas such as land, water, education, health care, social security, or environmental pollution, then they must be created by state action if necessary. You can see these things immediately as either prior public goods or public resources, these are all to be brought under the rubrics of the market through privatization, an essential feature of neoliberalism. Any other actions by the state are deemed then to be illegitimate, but you can tell already that the state has a very significant role to play here, even though proponents of neoliberalism and their rhetoric constantly downplay both the role and the necessity of the state. It should also be quite clear, immediately and despite this rhetoric, that neoliberalism is not really an unencumbered, non-state-mediated enterprise.

SOME MISCONCEPTIONS ABOUT TEAMWORK 1. Effective teams work together a lot. We found instead that smoothly functioning groups work just as well when individuals are able to work independently, yet confidently. 2. Conflict between group members is bad. Many researchers agree that this is dangerous. But constructive conflict is essential to prevent such dysfunctions as individual apathy, group-think, and the so-called Abilene paradox, in which members agree to agree, even if they have qualms. What makes conflict constructive is controlled disagreements over ideas (not personalities) and a common commitment to, and mutual confidence in, execution after a decision is made. 3. Teams are better off when members like each other. True, it’s tough to work with someone when you have an overwhelming urge to throttle the person. On the other hand, there are plenty of groups whose members would not care to spend any time together on a personal basis but who do leverage each other’s experience and skill effectively. The key seems to be mutual respect rather than affection. 4. Team satisfaction produces performance. We found no necessary correlations. When a group puts more energy into its own good feelings than into the task at hand, performance suffers. In one extreme example, an IT project manager was so concerned about morale that she would hold pizza parties when deadlines were missed so that people didn’t feel discouraged.

SOME MISCONCEPTIONS ABOUT TEAMWORK 1. Effective teams work together a lot. We found instead that smoothly functioning groups work just as well when individuals are able to work independently, yet confidently. 2. Conflict between group members is bad. Many researchers agree that this is dangerous. But constructive conflict is essential to prevent such dysfunctions as individual apathy, group-think, and the so-called Abilene paradox, in which members agree to agree, even if they have qualms. What makes conflict constructive is controlled disagreements over ideas (not personalities) and a common commitment to, and mutual confidence in, execution after a decision is made. 3. Teams are better off when members like each other. True, it’s tough to work with someone when you have an overwhelming urge to throttle the person. On the other hand, there are plenty of groups whose members would not care to spend any time together on a personal basis but who do leverage each other’s experience and skill effectively. The key seems to be mutual respect rather than affection. 4. Team satisfaction produces performance. We found no necessary correlations. When a group puts more energy into its own good feelings than into the task at hand, performance suffers. In one extreme example, an IT project manager was so concerned about morale that she would hold pizza parties when deadlines were missed so that people didn’t feel discouraged.

In closing this chapter, I want to highlight the broad range of your responsibilities as the business development manager throughout the project development cycle. Your responsibility is not merely a function of identifying potential client projects, ’door opening’, introductory meetings and client entertaining, then moving on to the next potential client. Instead, today's business development manager is a versatile and highly trained professional who is entrepreneurial by nature, understands the client's drivers, and carries a broad base of capabilities and skills in their toolbox to manage multiple responsibilities throughout the business development cycle.

Furthermore, we’re prone to make what psychologists call the fundamental attribution error. Research shows that when we observe others, our explanations for their behaviors tend to overemphasize dispositional factors—their personality type and the values we assume they have—while downplaying situational factors, such as social pressures or environmental circumstances. By contrast, when explaining our own behaviors, we tend to attribute good outcomes to dispositional factors—in particular, our skill and diligence—and bad outcomes to situational ones.

One decision about team composition that early-stage startups often wrestle with is whether to hire for attitude or skill. This is a delicate balance. If founders hire mostly for attitude, their team will be comprised of highly motivated, hardworking, jack-of-all-trade generalists who will shift readily between tasks as circumstances require. Hiring for cultural fit can yield similar results,

However, hard work alone may not get the job done if no one on the team has the skill to solve tough problems in marketing, engineering, or other functions. Hiring mostly for skill can give early-stage startups a performance boost. But attracting talented specialists isn’t always easy for an unknown, cash-strapped startup with questionable survival prospects.

Hiring a team of skilled specialists does have its pitfalls. For example, specialists may be too quick to embrace solutions that worked for their prior employer but may not be suited for a nascent startup. Specialists may also display a “not my job” attitude when asked to help with work outside their area of expertise.

Finally, if an early-stage startup pivots to a new opportunity, the skills of some specialists may no longer be required, and the founder will face the difficult and demoralizing task of firing talented people.

About the Bacharach Leadership Group: Training for Pragmatic Leadership™ “Vision without execution is hallucination.”—Thomas Edison The litmus test of pragmatic leadership is results. The Bacharach Leadership Group (BLG) focuses on the skills necessary to lead and move agendas. Whether in corporations, nonprofits, universities, or entrepreneurial start-ups, BLG instructors train leaders in the core competencies necessary to execute change and innovation. At all levels of the organization, leaders must master ideation skills for innovation, political skills for moving change, negotiation skills for building support, coaching skills for engagement, and team leadership skills for going the distance. The BLG approach: 1. ASSESSMENT BLG will assess your organizational challenges and leadership needs. 2. ALIGNMENT BLG will align its training solutions with your organization’s challenges and culture. 3. TRAINING BLG training includes options for mixed-modality delivery, interactive activities, and collaboration with an emphasis on application. 4. OWNERSHIP BLG provides continuous follow-up, access to the exclusive BLG mobile apps library, and coaching. Whether delivering a complete leadership academy or a specific program or workshop, BLG will partner with you to get the results you need. To keep up to date with the BLG perspective, visit blg-lead.com or contact us at info@blg-lead.com.

Simon Sinek’s take on this is that “you don’t hire for skills, you hire for attitude. You can always teach skills.” And I agree. People can gain skills and experience and people can be taught, but you can’t make someone have an entrepreneurial attitude. That has to come from love of the idea and the pursuit itself.

As a professional, a leader or an entrepreneur, there will be times in your career when you’ll be an outsider, either because you have changed sectors or jobs, or started a new business where full domain knowledge is not your core strength. Embrace this status, be a quick learner and an even sharper listener. ♦ Build a team that complements yet challenges you, and hones your skill sets, and get them aligned with the big picture sooner rather than later. ♦ I’m often asked about the keys to success as an outsider. The irony, I say, is that the raw material for any entrepreneur or leader to make an impact as an outsider comes from within. It’s a lesson I have learnt and relearnt every day in the two decades I spent in the media and entertainment business.

Africa had free markets and a thriving entrepreneurial culture and tradition centuries before these became the animating ideas of the United States or Western Europe. Timbuktu, the legendary city in northern Mali, was a famous trading post and marketplace as far back as the twelfth century, as vital to the commerce of North and West Africa as ports on the Mediterranean were to Europe and the Levant. In Africa Unchained, George Ayittey offers myriad examples of industrial activity in precolonial Africa, from the indigo-dye cloth trade of fourteenth-century Kano, Nigeria, to the flourishing glass industry of precolonial Benin to the palm oil businesses of southern Nigeria to the Kente cotton trade of the Asante of Ghana in the 1800s: “Profit was never an alien concept to Africa. Throughout its history there have been numerous entrepreneurs. The aim of traders and numerous brokers or middlemen was profit and wealth.”2 The tragedy is what happened next. These skills and traditions were destroyed, damaged, eroded or forced underground, first during centuries of slave wars and colonialism and, later, through decades of corrupt postindependence rule, usually in service to foreign ideologies of socialism or communism. No postcolonial leader in Africa who fought for independence has ever adequately explained why liberation from colonial rule necessarily meant following the ideas and philosophies of Karl Marx, a gray-bearded nineteenth-century German academic who worked out of the British Library and never set foot in Africa. At the same time, neither should we have ever allowed ourselves to become beholden to paternalistic aid organizations that were sending their representatives to build our wells and plant our food for us. Nor, for that matter, should we have relied on the bureaucrats of the Western world telling us how to be proper capitalists or—as is happening now—to Party officials in Beijing telling us what they want in exchange for this or that project. It was this outside influence—starting with colonialism but later from our own terrible and corrupt policies and leaderships—that the stereotype of the lazy, helpless, unimaginative and dependent African developed. The point is that we Africans have to take charge of our own destiny, and to do this we can call on our own unique culture and traditions of innovation, free enterprise and free trade. We are a continent of entrepreneurs.

We are living through an unprecedented worldwide entrepreneurial renaissance, but this opportunity is laced with peril. Because we lack a coherent management paradigm for new innovative ventures, we’re throwing our excess capacity around with wild abandon. Despite this lack of rigor, we are finding some ways to make money, but for every success there are far too many failures: products pulled from shelves mere weeks after being launched, high-profile startups lauded in the press and forgotten a few months later, and new products that wind up being used by nobody. What makes these failures particularly painful is not just the economic damage done to individual employees, companies, and investors; they are also a colossal waste of our civilization’s most precious resource: the time, passion, and skill of its people.

...successful research doesn't depend on mathematical skill, or even the deep understanding of theory. It depends on large degree on choosing an important problem and finding a way to solve it, even if imperfectly at first. Very often ambition and entrepreneurial drive, in combination, beat brilliance.

Summary of Rule #3 Rules #1 and #2 laid the foundation for my new thinking on how people end up loving what they do. Rule #1 dismissed the passion hypothesis, which says that you have to first figure out your true calling and then find a job to match. Rule #2 replaced this idea with career capital theory, which argues that the traits that define great work are rare and valuable, and if you want these in your working life, you must first build up rare and valuable skills to offer in return. I call these skills “career capital,” and in Rule #2 I dived into the details of how to acquire it. The obvious next question is how to invest this capital once you have it. Rule #3 explored one answer to this question by arguing that gaining control over what you do and how you do it is incredibly important. This trait shows up so often in the lives of people who love what they do that I’ve taken to calling it the dream-job elixir. Investing your capital in control, however, turns out to be tricky. There are two traps that commonly snare people in their pursuit of this trait. The first control trap notes that it’s dangerous to try to gain more control without enough capital to back it up. The second control trap notes that once you have the capital to back up a bid for more control, you’re still not out of the woods. This capital makes you valuable enough to your employer that they will likely now fight to keep you on a more traditional path. They realize that gaining more control is good for you but not for their bottom line. The control traps put you in a difficult situation. Let’s say you have an idea for pursuing more control in your career and you’re encountering resistance. How can you tell if this resistance is useful (for example, it’s helping you avoid the first control trap) or something to ignore (for example, it’s the result of the second control trap)? To help navigate this control conundrum, I turned to Derek Sivers. Derek is a successful entrepreneur who has lived a life dedicated to control. I asked him his advice for sifting through potential control-boosting pursuits and he responded with a simple rule: “Do what people are willing to pay for.” This isn’t about making money (Derek, for example, is more or less indifferent to money, having given away to charity the millions he made from selling his first company). Instead, it’s about using money as a “neutral indicator of value”—a way of determining whether or not you have enough career capital to succeed with a pursuit. I called this the law of financial viability, and concluded that it’s a critical tool for navigating your own acquisition of control. This holds whether you are pondering an entrepreneurial venture or a new role within an established company. Unless people are willing to pay you, it’s not an idea you’re ready to go after.

but with complementary skills and know-how for the core team (absolutely the founders) make certain to climb the ladder on the appropriate wall as you’re starting out—that is, identifying and targeting the right growing market add lots of value to your clients/customers through your product and services differentiate clearly what you do in comparison to your competitors, all the while remembering whom you and your team serve keep innovating Furthermore, if you are entrepreneurial, you need to craft and implement a strong marketing and distribution strategy, be a

Today’s explorers migrate to the cities that are most likely to maximize innovation and entrepreneurial talents and skill. Wherever the most talented choose to migrate is where the next economic empires will rise. That’s why San Francisco, Seoul, and Singapore have become such colossal engines of job creation.

In developing country contexts, basic income and cash transfers have been shown to have positive effects on entrepreneurship;3 in Madhya Pradesh, basic income was strongly associated with new entrepreneurial activities.4 In industrialized countries, basic income would provide essential security for the growing numbers of unwillingly self-employed and independent contractors, as well as for those with entrepreneurial ambitions. More generally, it would encourage people to seek training and job opportunities in line with their skills and motivations rather than those most likely to ‘put food on the table’. This would make the economy more productive by facilitating the efficient reallocation of talent and increasing the level of job engagement. In

For a study in contrast, consider the European Union’s venture interventions. In 2001, the European Commission allocated more than €2 billion ($1.9 billion) for venture subsidies. But it failed to pair this capital with the design features underpinning Israel’s success. Europe did not recognize limited partnerships. It did not address burdensome labor-market regulations. It failed to build startup-friendly stock markets to facilitate VC exits. As a result, rather than crowding in private venture operators, the European initiative crowded them out: given the limited entrepreneurial opportunities in Europe, commercial VC partnerships were not interested in competing with subsidized public investors.54 Worse, because government-sponsored investors were less skilled and motivated than private ones, this displacement reduced the quality of European VC: deal selection and post-investment coaching deteriorated. From the beginning of the industry through the end of 2007, the average European venture fund generated a return of minus 4 percent.

A side hustle is like a hobby, with one big difference: most hobbies cost money. A side hustle makes money. It’s like playing entrepreneurially, getting paid to try something new and learn different skills.

Though part of the puzzle is obviously capital budget allocations, most companies seem to have a much higher awareness of the rules by which capital and assets are allocated than they do about how skilled people should be spending their time.

If your business is anything like our exemplar firm, or indeed like most companies we have worked with, the projects you have committed to complete represent over 100 percent of your carrying capacity. This can have surprising effects on the length of time each project takes to complete. For instance, imagine a project that will take a skilled software developer six months to complete. The lead time to completion if this person is working full-time on the project is six months. Divide this person’s time between four projects, however, and three-quarters of the time, each project is being ignored by the person. The lead time to completion of all four projects stretches to two years! Delays like this can be deadly in a world where speed matters.

What portfolio of skills does the project manager need?’ The answer to this question should be, ‘The project manager must have a portfolio of skills which includes both leadership and management, together with technical skills and entrepreneurial skills.

Research on those with the intention and sense of having the ability to start one’s own business (entrepreneurial intention) has tended to identify a “heroic,” extraverted, not-very-sensitive type. However, HSPs have also been found to have a strong entrepreneurial intention, being skilled at recognizing opportunities (depth of processing, aware of subtle stimuli, creativity, etc.) and motivated to be self-employed and manage their own energy and resources— something I discuss in the chapter on work. Finally, John Hughes, an interim CIO and an author on best practices for CEOs, has written on the reasons HSPs make exceptional leaders. First, they notice what others miss, having a greater sense of what is happening for their team. Second, they prefer to process more than simply to take action, often standing back to let others on their team receive credit. Third, and most important, they exhibit what is called “resonant leadership,” obtaining a “feel” for what is going on, often nonverbal, so that they lead with understanding and empathy. Such leaders tend to “say and do the right things at just the right time. This isn’t luck or magic, it’s their innate ability to feel deeply, process richly, and patiently consider the right words and actions for the moment.

With a stellar entrepreneurial track record, Adam S. Kaplan is a seasoned professional with a wealth of expertise. His excellence in the field of financial guidance and adept provision of strategic consulting showcase his extensive experience. His diverse licensing credentials underscore his multifaceted skills and unwavering commitment to ethical standards. Beyond finance, Adam offers consulting services on a wide range of topics, including business projects, career development, networking, insurance, and life coaching. He's also an aviation enthusiast, a meticulous model car builder, a dedicated Mets fan, a tennis aficionado, and a connoisseur of culture and culinary arts.

The best leader cannot provide the necessary constant renewal if he or she lacks entrepreneurial skills.

Don't force children to believe that they can always monetize supposed fun activities like mobile games, board games, or sports. It might result in depression later in life when they no longer find these activities financially rewarding for them. You can teach them entrepreneurial skills but let them enjoy activities free of 'earning' concerns.

For the past thirty years at Harvard Business School we’ve defined entrepreneurship as pursuing novel opportunity while lacking resources. Entrepreneurs must create and deliver something new—a solution to a customer’s problem that’s better than, or costs less than, current options. That’s the opportunity. And, at the outset, entrepreneurs do not have access to all of the resources—skilled employees, manufacturing facilities, capital, etc.—required to exploit that opportunity.

What we must ask ourselves and our schools is what is the purpose of school? In their book, The FourthTurning, Strouss & Howe, remind us of the historical fact that we repeat history. That means that for the next generation we live in an entrepreneurial universe. If we, by that I mean, our schools aren't teaching those skills that an entrepreneur requires to succeed what use are they?

The complex nature of today's innovations requires teams of people with diverse skills. As Victor Hwang and Greg Horowitt describe in their book, The Rainforest: The Secret to Building the Next Silicon Valley, we are in need of diverse teams more than ever, but we are unfortunately hardwired to distrust people who are different from us. The ability to consistently overcome this limitation of human nature separates vibrant innovation systems from the others.

while developed-world factory workers worry about the threat of lower-wage Asian and immigrant workers . . . the bigger threat there, to both, is robots! They don’t have emotional problems, and they don’t need healthcare and retirement benefits, just a little maintenance. And then there’s the EVEN greater threat of the automation of left-brain tasks in the office, including many higher professional skills. We ultimately have to become creative, right-brain-oriented entrepreneurial workers who create more customized products and services, delivered in real time . . . to compete with computers that do as much for simple and complex left-brain tasks.

Many large corporations have companies of one hiding within them. If the skills and passion for innovation and autonomy of these employees are fostered, it can greatly benefit the entire business as a whole. But if they are stifled in their creativeness and freethinking, they tend to move on quickly to other employment or entrepreneurialism. They’re rarely motivated solely by money or salaries and lean more toward reinventing their job and role in a way that works best for them.

Women School of Entrepreneurship believes that Women in rural areas,especially, are a potential gold mine when it comes to entrepreneurship and must be encouraged through skilling and handholding,that’s why we came up in India to fuel entrepreneurial spirit into last mile girls and women

people with the entrepreneurial drive required to make multithreading successful usually want to start their own companies, or apply their skills to the company’s main thread. One thing that can keep these employees motivated is making the various threads discrete projects—the equivalent of “apps” running on the main thread’s “platform.” This makes it easy to answer the question “Why shouldn’t I just start my own company?” by pointing out the benefits of building on the platform.

It is important to note the often ignored fact that the venture capital industry became institutionalized partly as a consequence of government policy. Lawmakers shaped the enabling environment - kick-starting regional growth in what would become Silicon Valley - by crafting policies that allowed institutional investors to increase their risk tolerance in making investment choices, changed the taxation of investment gains, and promoted more high-skilled immigration. In many ways, the US government acted as America's VC writ large by funding the basic university research that would break open the development pathways to entrepreneurial businesses. Clearly, the future of the VC industry in the United States will depend on maintaining key aspects of that amenable, enabling environment.

Woz was equal parts programming genius and mischievous prankster, known around the San Francisco Bay Area for running his own dial-a-joke phone number. In computers, Woz found the perfect place to combine his humor and his math skills, creating a game that flashed the message "Oh Shit" on the screen when the player lost a round. Jobs recruited Woz to design Breakout, a new game for Atari. This alchemy of Jobs's entrepreneurial vision and Woz's programming ingenuity gave birth to their company, Apple. Created in 1976, the first Apple computer was essentially a prototype for the Homebrew crowd, priced devilishly at $666.66.

identify your employee adjectives, (2) recruit through proper advertising, (3) identify winning personalities, and (4) select your winners. Step One: Identify Your Employee Adjectives When you think of your favorite employees in the past, what comes to mind? A procedural element such as an organized workstation, neat paperwork, or promptness? No. What makes an employee memorable is her attitude and smile, the way she takes the time to make sure a customer is happy, the extra mile she goes to ensure orders are fulfilled and problems are solved. Her intrinsic qualities—her energy, sense of humor, eagerness, and contributions to the team—are the qualities you remember. Rather than relying on job descriptions that simply quantify various positions’ duties and correlating them with matching experience as a tool for identifying and hiring great employees, I use a more holistic approach. The first step in the process is selecting eight adjectives that best define the personality ideal for each job or role in your business. This is a critical step: it gives you new visions and goals for your own management objectives, new ways to measure employee success, and new ways to assess the performance of your own business. Create a “Job Candidate Profile” for every job position in your business. Each Job Candidate Profile should contain eight single- and multiple-word phrases of defining adjectives that clearly describe the perfect employee for each job position. Consider employee-to-customer personality traits, colleague-to-colleague traits, and employee-to-manager traits when making up the list. For example, an accounting manager might be described with adjectives such as “accurate,” “patient,” “detailed,” and “consistent.” A cocktail server for a nightclub or casual restaurant would likely be described with adjectives like “energetic,” “fun,” “music-loving,” “sports-loving,” “good-humored,” “sociable conversationalist,” “adventurous,” and so on. Obviously, the adjectives for front-of-house staff and back-of-house staff (normally unseen by guests) will be quite different. Below is one generic example of a Job Candidate Profile. Your lists should be tailored for your particular bar concept, audience, location, and style of business (high-end, casual, neighborhood, tourist, and so on). BARTENDER Energetic Extroverted/Conversational Very Likable (first impression) Hospitable, demonstrates a Great Service Attitude Sports Loving Cooperative, Team Player Quality Orientated Attentive, Good Listening Skills SAMPLE ADJECTIVES Amazing Ambitious Appealing Ardent Astounding Avid Awesome Buoyant Committed Courageous Creative Dazzling Dedicated Delightful Distinctive Diverse Dynamic Eager Energetic Engaging Entertaining Enthusiastic Entrepreneurial Exceptional Exciting Fervent Flexible Friendly Genuine High-Energy Imaginative Impressive Independent Ingenious Keen Lively Magnificent Motivating Outstanding Passionate Positive Proactive Remarkable Resourceful Responsive Spirited Supportive Upbeat Vibrant Warm Zealous Step Two: Recruit through Proper Advertising The next step is to develop print or online advertising copy that will attract the personalities you’ve just defined.

How can we, as parents, raise resilient, self-driven children who are truly prepared for a world that’s rapidly changing, when traditional schooling often prioritizes outdated facts and test scores over essential skills, character, and an entrepreneurial mindset?

WhatsApp info:+12723  328 343 At one point, I realized that the money I had been investing in a crypto trading bot on Telegram was nothing but a carefully orchestrated scam run by a group of fraudsters. They lured me in, just like they had done with countless others, offering the promise of a reliable income that would help me launch my pastry business in Europe. I kept pouring my savings into the bot, convinced that the returns would provide the financial freedom I needed to chase my entrepreneurial dreams. But when I finally discovered the truth, I was devastated. It became painfully clear that I was on the verge of losing all my hard earned money to these deceptive scammers. I couldn’t afford to give up my savings and my aspirations so easily. I needed to take action and recover what I had lost. That’s when I turned to a crypto asset recovery consultant and a private investigation team called  ADWARE RECOVERY SPECIALIST. Their professionalism and expertise blew me away. They didn’t just talk the talk they had the skills and resources to track down fraudsters with precision. The team at ADWARE RECOVERY SPECIALIST used cutting-edge forensic tools and techniques to trace the digital footprint left by the scammers, combining machine learning algorithms, network analysis, and human intelligence to identify the culprits. Their deep understanding of cryptocurrency transactions and blockchain technology allowed them to follow the scammers' movements, uncovering hidden transaction patterns and uncovering money laundering operations. Within a remarkably short period, the team had solid evidence of the scammers' identities, their locations, and the framework of their operation. They didn’t stop there; they worked closely with law enforcement agencies to ensure the perpetrators were arrested and prosecuted. Thanks to their dedication and thoroughness, my funds were successfully recovered. Throughout this entire process, I was astounded by the professionalism and technical prowess of the ADWARE RECOVERY SPECIALIST team. They navigated the complex world of cryptocurrency and cybercrime with ease, and their commitment to helping victims like me was evident in their tireless efforts. With their help, I was able to reclaim what I had lost and take the next steps toward realizing my business dream. I am forever grateful for their exceptional services.

One of the significant challenges facing traditional education in Africa is its continued dependence on outdated colonial-era curricula that were originally designed to produce clerks and administrators, rather than fostering independent thinkers or innovators. Many countries across the continent have retained these frameworks, placing a greater emphasis on exams and credentials than on nurturing creativity, leadership, or entrepreneurial skills. Students are often dissuaded from challenging authority, exploring new ideas, or pursuing unconventional career paths. The outcome is a workforce that struggles to keep up with shifting economic demands and a leadership pipeline that lacks innovative problem-solvers and forward-thinking individuals.