Entrepreneurial Success Quotes

The type of person you are is usually reflected in your business. To improve your business, first improve yourself.

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.

Money is always eager and ready to work for anyone who is ready to employ it.

Success in life is not for those who run fast, but for those who keep running and always on the move.

While others were dreaming about it - I was getting it done.

The bigger the 'why' the easier the 'how'.

An entrepreneur is a man who knows he can fail, but he does not accept to fail before he actually fails, and when he fails he learns from his errors and moves on.

The greatest threat to a robust, autonomous civil society is the ever-growing Leviathan state and those like Obama who see it as the ultimate expression of the collective. Obama compounds the fallacy by declaring the state to be the font of entrepreneurial success. How so? It created the infrastructure - roads, bridges, schools, Internet - off which we all thrive. Absurd. We don't credit the Swiss postal service with the Special Theory of Relativity because it transmitted Einstein's manuscript to the Annalen der Physik.

What I'm getting at here is that you can be entrepreneurial without being an entrepreneur. Entrepreneurial people are passionate about what they do, comfortable taking risks, and quick at moving on from failures.

The difference between successful and unsuccessful people is that successful ones know that the most unprofitable thing ever manufactured is an excuse.

A new week means new goals. New goals means new success. No goals mean no success and no success means a wasted week.

Building a family is an entrepreneurial experience.

Be brave enough to try something new; you might just succeed.

Your confidence, competence and belief will sustain you through the fear, uncertainty and doubt you will face. Knowing with everything you are, that you can do it.

To be successful, innovation is not just about value creation, but value capture.

Building a family is an entrepreneurial experience. No doubt about it. The family is the greatest and most important enterprise on earth. Lead yours with passion and joy!

...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.

REAL Entrepreneurs will be the one's who change the world for the better. Governments must become PUBLIC servants to create the best context and mindsets for people to succeed. We need to ReThink Entrepreneurial success and the role of Public Service in supporting that... or we, and our children, will pay the ultimate price.

The Art of Earning a Living requires a great deal of self-inquiry into what, exactly, the difference you want to make is, and also a lot of creative, entrepreneurial problem solving to figure out how you could make decent money while making that difference.

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

Transforming the complex to the simple is pure genius.

Every single part of our entrepreneurial journey will begin as an idea that will only become reality when we show up and bring it into the world.

Does your story inspire you? If not, it's time to change it.

Success doesn't teach as many lessons as failure

According to Aman Mehndiratta, Persuasion of the idea and planning the strategy is the key activity for every business not only for the entrepreneurial business. But there goes an extra emphasis on the business started as an entrepreneurship. As here, everything including decisions, responsibilities, failures, success, appreciation, and criticism belongs to you only. Proper strategy and planning are necessary if one wants to avoid the future risks.

The 5 Clues to Spotting the Next Starbucks They permanently change people's habits. They're copycats. Their success is validated by the competition. They are driven by the founder's vision and passion. They have superb entrepreneurial management and execution.

It's more difficult, you know, to bring about positive change than it is to make money. It's much easier to make money, because it's a much easier way to measure success — the bottom line. When it comes to social consequences, they've got all different people acting in different ways, very difficult to even have a proper criterion of success. So, it's a difficult task. Why not use an entrepreneurial, rather than a bureaucratic, approach. As long as people genuinely care for the people they're trying to help, they can actually do a lot of good.

Your Core Values are the "glue" that holds your business together.

Be prepared for twists and turns on the road to success.

An entrepreneur is not deterred by his lack of perfection, he knows no one else is

Seth Godin, in his 2005 book, All Marketers Are Liars, wrote that “all marketing is about telling stories . . . painting pictures that they (customers) choose to believe.”8

Don't be afraid to step into the spotlight! Your time to shine will be determined by you!

A negative mind will never find success. I have never heard a positive idea come from a person in a negative state.

The simplest way to learn about a market is the old-fashioned way. Get out and talk to people whose opinions you trust: potential customers, industry colleagues, and respected competitors.

I saw the figure of 178 Billion wasted/stolen from the people of a country by its corrupt and inept government. Such a figure could truly transform the entire country; education, health, roads, schooling, entrepreneurial environment... of millions of people, rather than be secreted away as a few more 0000's in global bank accounts for the greeders. We need to Rethink Public Service, Values, Ethics and Leadership.

Above all, we know that an entrepreneurial strategy has more chance of success the more it starts out with the users – their utilities, their values, their realities. An innovation is a change in market or society. It produces a greater yield for the user, greater wealth-producing capacity for society, higher value or greater satisfaction. The test of an innovation is always what it does for the user. Hence, entrepreneurship always needs to be market-focused, indeed, market-driven.

Regardless of whether one subscribes to the aims of the four movements whose stories we have told, there is much to appreciate about them as movements. They have overcome schisms; disbandment; leadership scandals; and/or the deaths of their founders. They have developed a highly innovative strategy—bypassing the state—to overcome the obstacles that their ideological strictness; ambitious agendas; and reluctance to compromise present. They have shown a strong entrepreneurial spirit in building effective social service agencies, medical facilities, schools, and businesses that often put the state’s efforts to shame. While they are not the Christian militias, al-Qaeda cells, or Jewish extremist groups whose terrorism has attracted much attention, the Muslim Brotherhood, Shas, Comunione e Liberazione, and the Salvation Army, with their strategy of rebuilding society, one institution at a time, may well prove more successful in sacralizing their societies than movements that use violence.

People know us best for our entrepreneurial success as the founders of Three Dog Bakery; what they don’t know is that we owe it all to a gigantic deaf dog named Gracie. But even though Gracie sowed the seeds of our success, this isn’t a book about “making it.” This is the story of a dog who was born with the cards stacked against her, but whose passionate, joyful nature helped her turn what could have been a dog’s life into a victory of the canine spirit—and, in the process, save two guys who thought they were saving her.

The entrepreneur of the world handles difficult situations with stress, worry and frustration relying only on the knowledge they have access to. The entrepreneur with God’s favor has an omniscient presence living inside and is blessed to have answers and solutions to tough problems flow directly to them. Having the favor of God resting on you is a wonderful position to be in, CEO! He has strategically placed us in this entrepreneurial army, not only to defeat the enemy and his advances, but to also go above-and-beyond, reaching success that few obtain.

I remember this event so clearly because it was at this point in my career that I fully realized the value of tenacity. I just had to assume there was a way through any obstacle, and then I’d find it. This is perhaps my most fundamental principle of entrepreneurialism, and to success in general.

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.

Entrepreneurs are everywhere. You don’t have to work in a garage to be in a startup. The concept of entrepreneurship includes anyone who works within my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty. That means entrepreneurs are everywhere and the Lean Startup approach can work in any size company, even a very large enterprise, in any sector or industry. 2. Entrepreneurship is management. A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty. In fact, as I will argue later, I believe “entrepreneur” should be considered a job title in all modern companies that depend on innovation for their future growth. 3. Validated learning. Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision. 4. Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop. 5. Innovation accounting. To improve entrepreneurial outcomes and hold innovators accountable, we need to focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work. This requires a new kind of accounting designed for startups—and the people who hold them accountable.

The mighty Toyota Company was born from the ashes of a failed weaving business. And perhaps you have heard of Wrigley’s gum? William Wrigley started off his company trying to sell baking soda and soap, but he never turned a profit, and so he turned to making and selling chewing gum instead. These men share one thing in common—they were open to change and they listened to their intuition. Sometimes we hear a whisper in the air that guides us positively. This whisper we hear, it is not passive—it is a response to our own enthusiasm, passion, and commitment. We put in the effort and we get back a divine message. Call it inspiration if you want. Call it an entrepreneurial muse. But it feels and sounds like a whisper in your soul. If you hear it, listen to it. You must be willing to change course when it tells you to.

But, although the future is unknowable, it is not unimaginable. As Ludwig von Mises put it: “The entrepreneurial idea that carries on and brings profit is precisely that idea which did not occur to the majority. It is not correct foresight as such that yields profits, but foresight better than that of the rest. The prize goes only to the dissenters, who do not let themselves be misled by the errors accepted by the multitude.”6

The literature is full of discussions of these questions; full of stories of the ‘entrepreneurial personality’ and of people who will never do anything but innovate. In the light of our experience – and it is considerable – these discussions are pointless. By and large, people who do not feel comfortable as innovators or as entrepreneurs will not volunteer for such jobs; the gross misfits eliminate themselves. The others can learn the practice of innovation. Our experience shows that an executive who has performed in other assignments will do a decent job as an entrepreneur. In successful entrepreneurial businesses, nobody seems to worry whether a given person is likely to do a good job of development or not. People of all kinds of temperaments and backgrounds apparently do equally well. Any young engineer in 3M who comes to top management with an idea that makes sense is expected to take on its development.

It’s worth pausing for a moment to meditate on what Tesla had accomplished. Musk had set out to make an electric car that did not suffer from any compromises. He did that. Then, using a form of entrepreneurial judo, he upended the decades of criticisms against electric cars. The Model S was not just the best electric car; it was best car, period, and the car people desired. America had not seen a successful car company since Chrysler emerged in 1925. Silicon Valley had done little of note in the automotive industry. Musk had never run a car factory before and was considered arrogant and amateurish by Detroit. Yet, one year after the Model S went on sale, Tesla had posted a profit, hit $562 million in quarterly revenue, raised its sales forecast, and become as valuable as Mazda Motor. Elon Musk had built the automotive equivalent of the iPhone. And car executives in Detroit, Japan, and Germany had only their crappy ads to watch as they pondered how such a thing had occurred.

Equity financing, on the other hand, is unappealing to cooperators because it may mean relinquishing control to outside investors, which is a distinctly capitalist practice. Investors are not likely to buy non-voting shares; they will probably require representation on the board of directors because otherwise their money could potentially be expropriated. “For example, if the directors of the firm were workers, they might embezzle equity funds, refrain from paying dividends in order to raise wages, or dissipate resources on projects of dubious value.”105 In any case, the very idea of even partial outside ownership is contrary to the cooperative ethos. A general reason for traditional institutions’ reluctance to lend to cooperatives, and indeed for the rarity of cooperatives whether related to the difficulty of securing capital or not, is simply that a society’s history, culture, and ideologies might be hostile to the “co-op” idea. Needless to say, this is the case in most industrialized countries, especially the United States. The very notion of a workers’ cooperative might be viscerally unappealing and mysterious to bank officials, as it is to people of many walks of life. Stereotypes about inefficiency, unprofitability, inexperience, incompetence, and anti-capitalism might dispose officials to reject out of hand appeals for financial assistance from co-ops. Similarly, such cultural preconceptions may be an element in the widespread reluctance on the part of working people to try to start a cooperative. They simply have a “visceral aversion” to, and unfamiliarity with, the idea—which is also surely a function of the rarity of co-ops itself. Their rarity reinforces itself, in that it fosters a general ignorance of co-ops and the perception that they’re risky endeavors. Additionally, insofar as an anti-democratic passivity, a civic fragmentedness, a half-conscious sense of collective disempowerment, and a diffuse interpersonal alienation saturate society, this militates against initiating cooperative projects. It is simply taken for granted among many people that such things cannot be done. And they are assumed to require sophisticated entrepreneurial instincts. In most places, the cooperative idea is not even in the public consciousness; it has barely been heard of. Business propaganda has done its job well.106 But propaganda can be fought with propaganda. In fact, this is one of the most important things that activists can do, this elevation of cooperativism into the public consciousness. The more that people hear about it, know about it, learn of its successes and potentials, the more they’ll be open to it rather than instinctively thinking it’s “foreign,” “socialist,” “idealistic,” or “hippyish.” If successful cooperatives advertise their business form, that in itself performs a useful service for the movement. It cannot be overemphasized that the most important thing is to create a climate in which it is considered normal to try to form a co-op, in which that is seen as a perfectly legitimate and predictable option for a group of intelligent and capable unemployed workers. Lenders themselves will become less skeptical of the business form as it seeps into the culture’s consciousness.

The fascist leaders were outsiders of a new type. New people had forced their way into national leadership before. There had long been hard-bitten soldiers who fought better than aristocratic officers and became indispensable to kings. A later form of political recruitment came from young men of modest background who made good when electoral politics broadened in the late nineteenth century. One thinks of the aforementioned French politician Léon Gambetta, the grocer’s son, or the beer wholesaler’s son Gustav Stresemann, who became the preeminent statesman of Weimar Germany. A third kind of successful outsider in modern times has been clever mechanics in new industries (consider those entrepreneurial bicycle makers Henry Ford, William Morris, and the Wrights). But many of the fascist leaders were marginal in a new way. They did not resemble the interlopers of earlier eras: the soldiers of fortune, the first upwardly mobile parliamentary politicians, or the clever mechanics. Some were bohemians, lumpen-intellectuals, dilettantes, experts in nothing except the manipulation of crowds and the fanning of resentments: Hitler, the failed art student; Mussolini, a schoolteacher by trade but mostly a restless revolutionary, expelled for subversion from Switzerland and the Trentino; Joseph Goebbels, the jobless college graduate with literary ambitions; Hermann Goering, the drifting World War I fighter ace; Heinrich Himmler, the agronomy student who failed at selling fertilizer and raising chickens. Yet the early fascist cadres were far too diverse in social origins and education to fit the common label of marginal outsiders. Alongside street-brawlers with criminal records like Amerigo Dumini or Martin Bormann one could find a professor of philosophy like Giovanni Gentile or even, briefly, a musician like Arturo Toscanini. What united them was, after all, values rather than a social profile: scorn for tired bourgeois politics, opposition to the Left, fervent nationalism, a tolerance for violence when needed.

Like all best supporting actors, the state may also step centre stage, taking entrepreneurial risks where the market and commons can’t or won’t reach. The extraordinary success of tech companies such as Apple is sometimes held up as evidence of the market’s dynamism. But Mariana Mazzucato, an expert in the economics of government-led innovation, points out that the basic research behind every innovation that makes a smart phone ‘smart’—GPS, microchips, touchscreens and the Internet itself—was funded by the US government. The state, not the market, turns out to have been the innovating, risk-taking partner, not ‘crowding out’ but ‘dynamising in’ private enterprise—and this trend holds across other high-tech industries too, such as pharmaceuticals and biotech.42 In the words of Ha-Joon Chang, ‘If we remain blinded by the free market ideology that tells us only winner-picking by the private sector can succeed, we will end up ignoring a huge range of possibilities for economic development through public leadership or public-private joint efforts.

Social capital, or “networks of trust,” are rooted in relationships based on a common set of norms and values that bind a group of individuals together and enable them to collaborate more effectively. Networks of trust are critical in complex systems that demand high performance under fast-paced, ambiguous, and evolving conditions. Successful outcomes in military special forces, modern aviation, championship sports, and hyper-growth startups all require teamwork that is grounded in trust and a shared sense of purpose.

There is something infinitely worse than being forced to work. It is being forced not to work. In the main, that depression was more of a blessing than it was a curse, if analyzed in the light of the changes it brought.” Is Hill being harsh here, or is he looking beyond the immediate cause and effect of economic disaster to the underlying spiritual result that comes from a true crisis? Can our present economic travails be more of a blessing than a curse? Can economic hardship, such as the loss of a job, be a blessing in disguise? Perhaps yes, if the result is the awakening of an entrepreneurial spirit and the creation of a new business.

You cannot be an entrepreneur, unless you are a good provider. As a 9 to 5 person, your family is your responsibility, as an entrepreneur the families of your employees are your responsibility, as well as the welfare of your customers or clients. Today who abandons their family for their entrepreneurial dream, tomorrow will abandon their employees when that dream goes bankrupt.

Today who abandons their family for their entrepreneurial dream, tomorrow will abandon their employees when that dream goes bankrupt.

Entrepreneurship is management. And yet, imagine a modern manager who is tasked with building a new product in the context of an established company. Imagine that she goes back to her company’s chief financial officer (CFO) a year later and says, “We have failed to meet the growth targets we predicted. In fact, we have almost no new customers and no new revenue. However, we have learned an incredible amount and are on the cusp of a breakthrough new line of business. All we need is another year.” Most of the time, this would be the last report this intrapreneur would give her employer. The reason is that in general management, a failure to deliver results is due to either a failure to plan adequately or a failure to execute properly. Both are significant lapses, yet new product development in our modern economy routinely requires exactly this kind of failure on the way to greatness. In the Lean Startup movement, we have come to realize that these internal innovators are actually entrepreneurs, too, and that entrepreneurial management can help them succeed;

Landing too far toward one extreme or the other can cause serious problems—and, in fact, this is one of the top reasons why some ecosystems falter. If you keep them too close to the core organization, their innovative, entrepreneurial spirit will be stifled. But keep them too far away, and they will struggle to scale up and benefit from synergies. Organizations, therefore, must strive to find a “Goldilocks zone” for most of their ecosystem businesses, at least until they successfully scale up and become fully independent. That is, they must develop ecosystem ideas that are not too close to the core business, but also not too far.

Aspiring entrepreneurs should prioritize learning from the experiences of those who have faced challenges and setbacks in their entrepreneurial endeavors, rather than solely focusing on the stories of successful individuals. This approach helps mitigate the effects of ‘Survivorship bias,’ which can lead to an unrealistic perception of entrepreneurial success.

The connection between the changing role of the police in American society and efforts to control culturally subversive groups is illustrated in the backgrounds of some of the most well-known of the “occult cops.” Debbie Nathan and Michael Snedecker’s examination of these usually low-ranking detectives found that many of them “had spied on groups opposing racism or the Vietnam War in the late 1960s.” Before morphing into “occult experts” they traveled the “small town lecture circuit” warning mainly white, middle-class audiences about the danger of “Moonies” and other alternative religious movements. The role of the police in the satanic panic of the 1980s appears to be symptomatic of a much larger problem. Rather than asking its police to prevent and prosecute crimes against person and property, white America asked it to crusade against evil, to slay monsters and demons. In an urban America prostrated by the growing economic inequality of the 1980s and the consequent deadly mix of entrepreneurialism and despair that constituted the crack epidemic, politicians gravitated to the “tough on crime” rhetoric that became such an important part of the successful campaigns of Reagan, Bush, and Clinton. Meanwhile, the leadership of the evangelical and Charismatic worlds adopted a very similar rhetoric in which their followers were asked to engage in an unrelenting war on the forces of darkness threatening their homes, children, churches, and communities.

The sun and the spider collaborated to form a colorful rainbow; so start collaborating with each other for great success both in your entrepreneurial life & personal life.

The path to failure is one without any action. If you do not act, you have already failed in achieving your goal. But there is time, and there are loads of activities you can do to change course—to move away from failure and toward success.

The majority of us are the players, and only a few make the rules of the game. Playing can be fun, but getting to make the rules is far more empowering. It all starts with your idea. If it's your idea, you get to make the rules.... but unless you find something that the players find interesting, no one will play your game.

IN MANY RESPECTS, modern-day India counted as a success story, having survived repeated changeovers in government, bitter feuds within political parties, various armed separatist movements, and all manner of corruption scandals. The transition to a more market-based economy in the 1990s had unleashed the extraordinary entrepreneurial talents of the Indian people—leading to soaring growth rates, a thriving high-tech sector, and a steadily expanding middle class. As a chief architect of India’s economic transformation, Prime Minister Manmohan Singh seemed like a fitting emblem of this progress: a member of the tiny, often persecuted Sikh religious minority who’d risen to the highest office in the land, and a self-effacing technocrat who’d won people’s trust not by appealing to their passions but by bringing about higher living standards and maintaining a well-earned reputation for not being corrupt. Singh and I had developed a warm and productive relationship. While he could be cautious in foreign policy, unwilling to get out too far ahead of an Indian bureaucracy that was historically suspicious of U.S. intentions, our time together confirmed my initial impression of him as a man of uncommon wisdom and decency; and during my visit to the capital city of New Delhi, we reached agreements to strengthen U.S. cooperation on counterterrorism, global health, nuclear security, and trade.

Black immigrants are more motivated, more hardworking, and “more entrepreneurial than native-born blacks,” wrote one commentator in The Economist in 1996. Their success shows “that racism does not account for all, or even most, of the difficulties encountered by native-born blacks.” Ethnically racist ideas, like all racist ideas, cover up the racist policies wielded against Black natives and immigrants. Whenever Black immigrants compare their economic standing to that of Black natives, whenever they agree that their success stories show that antiracist Americans are overstating racist policies against African Americans, they are tightening the handcuffs of racist policy around their own wrists. Black immigrants’ comparisons with Black natives conceal the racial inequities between Black immigrants and non-Black immigrants

Archetype Other descriptions Achievement Performance, accountability, focus, speed, delivery, meritocracy, discipline, transparency, rigour Customer-Centric External focus, service, responsiveness, reliability, listening One-Team Collaboration, globalisation, internal customer, teamwork, without boundaries Innovative Learning, entrepreneurial, agility, creativity, challenging status quo, continuous improvement, pursuit of excellence People-First Empowerment, delegation, development, safety, care, respect, balance, diversity, relationships, fun Greater-Good Social responsibility, environment, citizenship, meaning, community, making a difference, sustainability

Albert Fortna, an experienced entrepreneur recognized for pioneering business ventures and commitment to mentoring, boasts a solid business background. His successful establishment and management of multiple companies highlight his entrepreneurial prowess and leadership abilities.

As immigrants, it is our nature to be hopeful and hardworking. When I was a child, my mother implanted the virtues of frugality, independence, diligence, trustworthiness and unremitting entrepreneurial spirit into my bones. I sincerely believe in these virtues and regard them as great success creeds. To this day, these great beliefs still flow in my blood. And all of this formed a ladder for me to climb up and sent me to the top of the mountain of wealth.

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.

entrepreneurial success and wealth creation, as well as wealth attraction, requires a willingness to risk and experience failure, and the emotional resiliency to recover from it quickly, decisively, passionately, and persistently.

Within the entrepreneurial world, failure is the means by which businesses find their way. Harnessing this concept as a driver of innovation and growth can seem difficult at first, but it can be developed through key activities. ​»​

The former head of this operation, Gary Wendt, who is credited with much of the enormous success of GEFS, used his personal agenda as a simple but inordinately powerful tool for growing the business into ever new entrepreneurial arenas. Over the years, he used his personal agenda to make it unequivocally clear that he expected entrepreneurial business growth from every member of management. At every major meeting, the topic of business development was on the agenda (usually in the number one spot). In every annual review, managers were asked to demonstrate the revenues they had created from businesses that did not exist five years before. From division heads to newly hired analysts, everyone was held accountable for some set of activities having to do with creating entrepreneurial revenue and profit streams. In short, no one who worked in the organization could avoid the unremitting focus on new business development. You need to make sure that you are similarly consistent, predictable, and focused, and that you sustain this emphasis over a long period. Pressure applied only once is soon forgotten, and alternating pressure (as in flavor-of-the-month management) will cause people to be confused, disillusioned, or angry. Wendt’s consistent, visible, and predictable attention to business development created a pressure in GEFS for entrepreneurial business growth that took it from the $300 million installment loan portfolio we looked at in chapter 6 to a financial services behemoth with $250 billion in assets under management when he left in 1998. Examples of Wendt’s single-minded determination to drive growth through entrepreneurial transformation at GEFS are numerous. Years ago, for instance, he was asked whether his agenda would change if someone rushed in and told him that the computer room was on fire (implying that his business could be completely destroyed). Wendt replied that he employed firefighters to handle such emergencies. As the leader, his most important job was to keep people focused on business development. Since business development is an uncomfortable and unpredictable process, Wendt knew that if he allowed it to appear to be a low priority for him, all those working for him would heave a sigh of relief and go back to business as usual, with new businesses struggling to find a place on the priority list. In fact, as he remarked, even if he did try to get involved in putting out the fire, he would probably only interfere with the efforts of the highly competent people employed to do so.

Who are we, the people who have ADHD? We are the problem kid who drives his parents crazy by being totally disorganized, unable to follow through on anything, incapable of cleaning up a room, or washing dishes, or performing just about any assigned task; the one who is forever interrupting, making excuses for work not done, and generally functioning far below potential in most areas. We are the kid who gets daily lectures on how we’re squandering our talent, wasting the golden opportunity that our innate ability gives us to do well, and failing to make good use of all that our parents have provided. We are also sometimes the talented executive who keeps falling short due to missed deadlines, forgotten obligations, social faux pas, and blown opportunities. Too often we are the addicts, the misfits, the unemployed, and the criminals who are just one diagnosis and treatment plan away from turning it all around. We are the people Marlon Brando spoke for in the classic 1954 film On the Waterfront when he said, “I coulda been a contender.” So many of us coulda been contenders, and shoulda been for sure. But then, we can also make good. Can we ever! We are the seemingly tuned-out meeting participant who comes out of nowhere to provide the fresh idea that saves the day. Frequently, we are the “underachieving” child whose talent blooms with the right kind of help and finds incredible success after a checkered educational record. We are the contenders and the winners. We are also imaginative and dynamic teachers, preachers, circus clowns, and stand-up comics, Navy SEALs or Army Rangers, inventors, tinkerers, and trend setters. Among us there are self-made millionaires and billionaires; Pulitzer and Nobel prize winners; Academy, Tony, Emmy, and Grammy award winners; topflight trial attorneys, brain surgeons, traders on the commodities exchange, and investment bankers. And we are often entrepreneurs. We are entrepreneurs ourselves, and the great majority of the adult patients we see for ADHD are or aspire to be entrepreneurs too. The owner and operator of an entrepreneurial support company called Strategic Coach, a man named Dan Sullivan (who also has ADHD!), estimates that at least 50 percent of his clients have ADHD as well.

It’s on account of we’re too well adjusted. We got self-esteem and it’s what’s keeping us from being supermodels or entrepreneurial billionaires. You gotta have some deep-seated feelings of inferiority to be a real big success. Like it helps if you have a little dick. Going with that line of reasoning, we should have been the ones to invent Google bein’ that we got no dick at all, only it don’t work like that since we got balls. If you got balls, you don’t necessarily feel inferior even if you haven’t got a dick. Course

crucial to know how the needs of early adopters and mainstream customers differ before commencing product development.

Sandy Cohen, a college basketball star, aims for NBA success, a loving family, and entrepreneurial ventures.

We entrepreneurs like to be hands-on, but sometimes the best way you can Repeat success with your new venture is to identify the people who can run something for you. The great thing about finding those DIY-ers back in Start is that they’re generally people with an entrepreneurial spirit. If they have never been entrepreneurs before, now may be the time you help them become one.

There's really no such thing as an overnight success. It takes time, and undoubtedly there will be a lot of No's along the way. “No” is never the end of the story in the business world. “No” is merely an obstacle in the road to maneuver around. As entrepreneurial legend Lillian Vernon, CEO and founder of Lillian Vernon Corporation, a leading national catalog and online retailer, said, “You must have a vision and passion. You must persevere. You must be optimistic, and you must never give up.

We all have a little entrepreneur inside of us. Wanting to leverage it is what gives us an entrepreneurial spirit and an entrepreneurial mind. Actually doing it makes one an entrepreneur.

Innovation is essential, and we need it. But the real magic starts with entrepreneurs — with people who are born with the rare gift to build successful businesses.

While there was ready agreement that self-interest and the opportunity for personal profit fostered market growth and entrepreneurial endeavor, the important question arose as to what would contain the juggernaut? Did a system of free enterprise have any natural brakes? What was to prevent those caught up in their own success from running away to greed? What was the counterweight to self-interest that would ensure virtue and social balance? The pursuit of profit in classical Christian theology was considered a close cousin to the sins of avarice, lechery, and self-indulgence (all termed luxuria by the church) and thus damaging to virtuous behavior. Smith,

spend a few months in China; read a pile of trade magazines from an industry that interests you; go to TEDx events, or at least watch a bunch of TEDx videos; phone (don’t email) ten important Yale alums in a field that interests you and pitch them your crazy entrepreneurial idea—you’ll be amazed at how many will take your call. Maybe some will even help you. Well,

My experience says that there is hardly any linkage between being highly educated and having successful entrepreneurship ventures. It is found that entrepreneurial success rate is high with college drop-outs or people with drive. It is also found that fully qualified people look for stability in career life as compared to confronting uncertainty or seeking sales role. Of course, few exceptions always exist.…see more

Your business values can make you soar above the competition.

Your mission or purpose is like a magnet that keeps you moving is a well established direction

The best way to determine the Values you will enforce in your business is to clarify your personal values.

Asked to paint a picture of the company in 20 years, the executives mentioned such things as “on the cover of Business Week as a model success story . . . the Fortune most admired top-ten list . . . the best science and business graduates want to work here . . . people on airplanes rave about one of our products to seatmates . . . 20 consecutive years of profitable growth . . . an entrepreneurial culture that has spawned half a dozen new divisions from within . . .

Even during a mid-life crisis do not deviate from your goal. History remembers only those who succeed.

You may go through two, three, or more iterations of the product, and by the nth iteration, the model you created for the first iteration will be hopelessly inappropriate. Paradoxically, emphasizing a business model prematurely, you may block yourself from the best money-making opportunities.

You don’t need the next Uber to create a successful start-up, but you do need a building block to establish the foundation of your company.

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.

The internet today is not merely a mode of communication but the defining platform by which businesses innovate and transact around the world. How can governments restrict this platform when its very success is based on transparency, openness, and access? “More

repeated failure is key to doing bold things, to being entrepreneurial. Try stuff, fail, fail fast, try again. When Sam Walton was asked why Walmart was so successful, he said, “We do a lot of things right.” Then asked how they did things right, he said, “Because we did them wrong the first time.

The low-trust, family-oriented societies with weak intermediate organizations we have observed have all been characterized by a similar saddle-shaped distribution of enterprises. Taiwan, Hong Kong, Italy, and France have a host of smaller private firms that constitute the entrepreneurial core of their economies and a small number of very large, state-owned firms at the other end of the scale. In such societies, the state plays an important role in promoting large-scale enterprises that might not be spontaneously created by the private sector, albeit at some cost in efficiency. We might postulate then that as a general rule, any society with weak intermediate institutions and low trust outside the family will tend to have a similar distribution of firms in its economy. The Republic of Korea, however, presents an apparent anomaly that needs to be explained in order to preserve the validity of the larger argument. Korea is similar to Japan, Germany, and the United States insofar as it has very large corporations and a highly concentrated industrial structure. On the other hand, Korea is much closer to China than to Japan in terms of family structure. Families occupy a similarly important place in Korea as in China, and there are no Japanese-style mechanisms in Korean culture for bringing outsiders into family groups. Following the Chinese pattern, this should lead to small family businesses and difficulties in institutionalizing the corporate form of organization. The answer to this apparent paradox is the role of the Korean state, which deliberately promoted gigantic conglomerates as a development strategy in the 1960s and 1970s and overcame what would otherwise have been a cultural proclivity for the small- and medium-size enterprises typical of Taiwan. While the Koreans succeeded in creating large companies and zaibatsu in the manner of Japan, they have nonetheless encountered many Chinese-style difficulties in the nature of corporate governance, from management succession to relations on the shop floor. The Korean case shows, however, how a resolute and competent state can shape industrial structure and

The key to unlock your entrepreneurial spirit is your imagination.

I saw the figure of 178 Billion wasted/stolen from the people of a country by its corrupt and inept government. Surely such a figure could truly transfom and change the entire country; education, health, shooling, entrepreneurial environment... of millions of people, rather than be secreted away as a few more 0000's in global bank accounts for the greeders. We need to Rethink Public service, values, ethics and leadership.

Entrepreneurs typically start on a path they do not see as risky at all, then something happens that upsets their expectations and, being too far into their projects to turn back, they are forced to improvise. Those who get over this hump, or mountain, of unexpected trouble are the surviving entrepreneurial successes.

Successful entrepreneurial ventures are about serving customers and their needs and resolving their pain. Not just any customers. Target customers. It

Someone Else's words can detour your potential!

To succeed and create change, you must be willing to take the risk, with an understanding of a number of key elements. Please begin to understand that an entrepreneurial spirit is not only essential in business enterprise. We all have a business to run in our different areas of specialty. Your life is your business and your family is your business – you have multiple businesses.

An entrepreneurial spirit makes you someone who organizes, manages, and assumes the risks of a business enterprise, talent or calling to become an agent of change.

A story from this time demonstrates the culture clash between network executives and the leaner, more entrepreneurial acquirers. ABC, in fact the whole broadcasting industry, was a limousine culture—one of the most cherished perks for an industry executive was the ability to take a limo for even a few blocks to lunch. Murphy, however, was a cab man and from very early on showed up to all ABC meetings in cabs. Before long, this practice rippled through the ABC executive ranks, and the broader Capital Cities ethos slowly began to permeate the ABC culture. When asked whether this was a case of leading by example, Murphy responded, “Is there any other way?

Do you have an entrepreneurial spirit in you? How helpful and creative are you in solving challenges? Have you attained communication and negotiation excellence status? Can you effectively market yourself and your service/product? How effective are you at selling your vision? The answers will determine how far your influence will go.