Entrepreneurs Good Quotes

We love being mentally strong, but we hate situations that allow us to put our mental strength to good use.

Simplicity is complex. It's never simple to keep things simple. Simple solutions require the most advanced thinking.

Reading is good, action is better.

Good brands reflect the histories of the time and the group of people that made them. They can not be copied. They can not be recycled.

The very act of becoming an entrepreneur is contrarian to middle class values, study hard, get a good job, be happy with secure income and steady salary.

Passion is an unmatched fuel. Add being happy to that and you have a wonderful formula for good health.

And those who urge entrepreneurs to never give up? Charlatans. Sometimes you have to give up. Sometimes knowing when to give up, when to try something else, is genius. Giving up doesn’t mean stopping. Don’t ever stop. Luck plays a big role. Yes, I’d like to publicly acknowledge the power of luck. Athletes get lucky, poets get lucky, businesses get lucky. Hard work is critical, a good team is essential, brains and determination are invaluable, but luck may decide the outcome. Some people might not call it luck. They might call it Tao, or Logos, or Jñāna, or Dharma. Or Spirit. Or God. Put

Don't look for the next opportunity. The one you have in hand is the opportunity.

It is not the fault of the entrepreneurs that the consumers, the people, the common man, prefer liquor to Bibles and detective stories to serious books, and that governments prefer guns to butter. The entrepreneur does not make greater profits in selling bad things than in selling good things. His profits are the greater the better he succeeds in providing the consumers with those things they ask for most intensely.

An idea is like a play. It needs a good producer and a good promoter even if it is a masterpiece. Otherwise the play may never open; or it may open but, for a lack of an audience, close after a week. Similarly, an idea will not move from the fringes to the mainstream simply because it is good; it must be skillfully marketed before it will actually shift people's perceptions and behavior.

What does it mean to grow rich? Is it to have red-blooded adventures and to make a ‘fortune,’ which is what brought the whalers and other entrepreneurs north? Or is it, rather, to have a good family life and to be imbued with a far-reaching and intimate knowledge of one’s homeland, which is what the Tununirmiut told the whalers at Pond’s Bay wealth was? Is it to retain a capacity for awe and astonishment in our lives, to continue to hunger after what is genuine and worthy? Is it to live at moral peace with the universe?

The first good reason to write a book is to add value to people’s lives.

In order to have a healthy economy, we need both entrepreneurs and employees. We need business of every size and we need people to accept the many jobs offered by those businesses. So it's okay to celebrate entrepreneurship, but let's also celebrate the good things about being an employee.

An entrepreneur is someone with faith in their ability to make something where there was nothing before. To them, the idea that no one has ever done this or that is a good thing.

Whatever you may have heard, self-publishing is not a short cut to anything. Except maybe insanity. Self-publishing, like every other kind of publishing, is hard work. You don’t wake up one morning good at it. You have to work for that.

People declare themselves experts, entrepreneurs, inventors, innovators, mavericks, and coaches without any real-life experience. And they do this not because they actually think they are greater than everybody else; they do it because they feel that they need to be great to be accepted in a world that broadcasts only the extraordinary. Our

Good habits and intentional daily effort to turn excuses into solutions will help you become the person and entrepreneur that you want to be.

Good blurbs are short, sweet, and limited to six. They answer the question “Why should I buy this book?

Without courage we will simply accumulate a collection of good ideas and regrets.

A good question to ask yourself before doing anything you think you fear is, “If I do this, am I going to die?” If the answer is no, then your fear is made up, grossly overdramatic, and it should have no power over you.

Image perception makes a big difference. That's one of the things I tell entrepreneurs today. Fine, focus on products, focus on customers and all that good stuff - that's necessary. But the image that you project is also key. Don't forget that.

Had I catalogued the downsides of parenthood, "son might turn out to be a killer" would never have turned up on the list. Rather, it might have looked something like this: 1. Hassle. 2. Less time just the two of us. (Try no time just the two of us.) 3. Other people. (PTA meetings. Ballet teachers. The kid's insufferable friends and their insufferable parents.) 4. Turning into a cow. (I was slight, and preferred to stay that way. My sister-in-law had developed bulging varicose veins in her legs during pregnancy that never retreated, and the prospect of calves branched in blue tree roots mortified me more than I could say. So I didn't say. I am vain, or once was, and one of my vanities was to feign that I was not.) 5. Unnatural altruism: being forced to make decisions in accordance with what was best for someone else. (I'm a pig.) 6. Curtailment of my traveling. (Note curtailment. Not conclusion.) 7. Dementing boredom. (I found small children brutally dull. I did, even at the outset, admit this to myself.) 8. Worthless social life. (I had never had a decent conversation with a friend's five-year-old in the room.) 9. Social demotion. (I was a respected entrepreneur. Once I had a toddler in tow, every man I knew--every woman, too, which is depressing--would take me less seriously.) 10. Paying the piper. (Parenthood repays a debt. But who wants to pay a debt she can escape? Apparently, the childless get away with something sneaky. Besides, what good is repaying a debt to the wrong party? Only the most warped mother would feel rewarded for her trouble by the fact that at last her daughter's life is hideous, too.)

Unless you have perfectly conventional beliefs, it’s rarely a good idea to tell everybody everything that you know. So who do you tell? Whoever you need to, and no more. In practice, there’s always a golden mean between telling nobody and telling everybody—and that’s a company. The best entrepreneurs know this: every great business is built around a secret that’s hidden from the outside.

This is an important rule: a good design is one that changes customer behavior for the better.

All the best apps, companies, and products have broken the way we live life, transformed how we communicate, and changed our day-to-day. Good products evolve us. You’re

Mistakes are good, successes are great and idleness is a sin.

Good creatives love their art, but great creatives who work in business love to use their art to sell.

Even when things are hard and exhausting and uncertain, they can still be good.

A good golfer’s métier is his or her golfing skill. A great golfer’s métier is his or her golfing skill, coupled with the mastery of good sportsmanship, rendering him or her an ambassador for the sport.

But crime bills have never correlated to crime any more than fear has correlated to actual violence. We are not meant to fear suits with policies that kill. We are not meant to fear good White males with AR-15s. No, we are to fear the weary, unarmed Latinx body from Latin America. The Arab body kneeling to Allah is to be feared. The Black body from hell is to be feared. Adept politicians and crime entrepreneurs manufacture the fear and stand before voters to deliver them—messiahs who will liberate them from fear of these other bodies.

Writing is the starting point from which all goodness (and crappiness) flows.

quote on the topic of sleep and emotion by the American entrepreneur E. Joseph Cossman: “The best bridge between despair and hope is a good night’s sleep.”VII

Don’t ever listen to people who say it’s good enough, because it never will be. Building a great product is a fluid, ongoing process.

Happiness being surrounded by good friends and family at a BBQ.

Your reputation is built one act at a time, and a lifetime of good work can be squandered the same way.  Respect is earned by consistent behavior.

Not having a recognised brand & trying to stand out in the market is like going to the market without any goods.

Many entrepreneurs who build great products simply don’t have a good distribution strategy.

All things good happen by not managing time, but prioritizing attention.

Filling a need is not merely good business; it's a basic attitude towards life. If you see a need, do whatever you can to meet that need.

This is an essential part of our story. Americans now bear such animosity toward one another that it’s almost as if many are holding up signs saying, “Please tell me something horrible about the other side, I’ll believe anything!” Americans are now easily exploitable, and a large network of profit-driven media sites, political entrepreneurs, and foreign intelligence agencies are taking advantage of this vulnerability.

As a new entrepreneur, you're probably gonna have to hustle hard to get things going at first. But as the business grows and becomes more established, that unrefined hustle should be replaced by automated profit-producing processes and systems. Hustle is good as a temporary mode of operating, but it's unsustainable long term and unprofitable long term.

Every Spring, nature teaches a class on business entrepreneurship. ....We see how capital is re-allocated, currencies are re-directed, growth is re-emphasized, and numerous life forms promote their value with re-vitalized marketing programs that implement flowers or seeds or aromas or habitability or pollination in an effort demonstrate a unique value proposition in a busy economy. Smart entrepreneurs enroll in this class every Spring and take good notes. Whether you're an entrepreneur of a small business or an entrepreneur of a line of business within a large company... learn from nature.

Collateral, such as assets or property, may be required to secure the loan. So as an entrepreneur, it’s something to consider – it’s going to be a good idea to consider what part of your business’s assets can be collateralized, to what extent, and with how much ease.

This would be a good time to share with you my definition of an entrepreneur: “someone who solves people’s problems at a profit.

If you hold your hand closed, nothing good can come in. The open hand is blessed, for it gives in abundance, even as it receives.

I am a Cause Artist : using my creative skills for the good of the world

When someone says you can't do something because of XYZ, is that true? Or are they playing with your life with their good intentions to keep you safe?

There is beauty in being a good employee. Most people can achieve more greatness as an employee than they ever could as an entrepreneur.

A good entrepreneur is a good teacher.

An entrepreneur is someone with faith in their ability to make something where there was nothing before. To them, the idea that no one has ever done this or that is a good thing. When given an unfair task, some rightly see it as a chance to test what they’re made of—to give it all they’ve got, knowing full well how difficult it will be to win. They see it as an opportunity because it is often in that desperate nothing-to-lose state that we are our most creative.

Americans are now easily exploitable, and a large network of profit-driven media sites, political entrepreneurs, and foreign intelligence agencies are taking advantage of this vulnerability.

Nobody wants a sales pitch. So instead of trying a hard sell, focus on telling a story that captivates your audience by painting a vivid picture of your vision. When you get good at storytelling, people want to be part of that story, and they’ll want to help others become part of that story too.

A well-dressed, self-assured business executive steps into a quiet corner of the conference room, crowded with people. Everyone there is aware of her presence. She's dark-haired, petite, and alluring. She is quick to smile, and when she does, her whole face lights up. Her enthusiasm is infectious. Young men and women nod as they pass by, briefly breaking off their conversations with colleagues. The executive looks down at her compact electronic device and quickly texts: "Smile. Talk into the mic. Good luck.

Whether people work for themselves or for others, they increasingly want to understand how their actions are contributing to a greater good.They will want to be engaged in work that contributes to society.

Ideas become reality. once you hit that reality, you get a new idea. it's a virtuous upward spiral. However, the majority are satisfied living within the idea of the reality instead of the reality of the idea.

You would think that this would be whether the entrepreneur’s idea is actually a good one. But finding a good idea is apparently not all that hard. Finding an entrepreneur who can execute a good idea is a different matter entirely. One needs a person who can take an idea from proposal to reality, work the long hours, build a team, handle the pressures and setbacks, manage technical and people problems alike, and stick with the effort for years on end without getting distracted or going insane. Such people are rare and extremely hard to spot.

Startup success is not a consequence of good genes or being in the right place at the right time. Startup success can be engineered by following the right process, which means it can be learned, which means it can be taught.

For most entrepreneurs the road is long and challenging. In fact, a good rule of thumb is to estimate how much time and energy you think you’ll need to invest in your new venture and then double that number. Still interested?

Everyone has a story to tell. The longer you live, the more stories you collect. Learn to tell your stories well and you'll earn the title of Storyteller. Write those stories down, find a good publisher, and you'll earn the title of Author.

People buy perceived value. It’s not just about having a good product or service, it’s also about making sure your potential customers perceive the value your product or service can provide them. And you do this by communicating its value effectively.

There is a belief, current in many countries, which has been elevated to the rank of an official article of faith in the United States, that free competition is itself a homeostatic process: that in a free market the individual selfishness of the bargainers, each seeking to sell as high and buy as low as possible, will result in the end in a stable dynamics of prices, and with redound to the greatest common good. This is associated with the very comforting view that the individual entrepreneur, in seeking to forward his own interest, is in some manner a public benefactor and has thus earned the great rewards with which society has showered him. Unfortunately, the evidence, such as it is, is against this simpleminded theory. The market is a game, which has indeed received a simulacrum in the family game of Monopoly. It is thus strictly subject to the general theory of games, developed by von Neumann and Morgenstern. This theory is based on the assumption that each player, at every stage, in view of the information then available to him, plays in accordance with a completely intelligent policy, which will in the end assure him of the greatest possible expectation of reward.

when the Vietnamese came to the United States they often faced prejudice from everyone—White, Black, and Hispanics. But they didn’t beg for handouts and often took the lowest jobs offered. Even well-educated individuals didn’t mind sweeping floors if it was a paying job. Today many of these same Vietnamese are property owners and entrepreneurs. That’s the message I try to get across to the young people. The same opportunities are there, but we can’t start out as vice president of the company. Even if we landed such a position, it wouldn’t do us any good anyway because we wouldn’t know how to do our work. It’s better to start where we can fit in and then work our way up.

You can take the smartest kid at Wharton, the one who gets straight A’s and has a 170 IQ, and if he doesn’t have the instincts, he’ll never be a successful entrepreneur. Moreover, most people who do have the instincts will never recognize that they do, because they don’t have the courage or the good fortune to discover their potential. Somewhere out there are a few men with more innate talent at golf than Jack Nicklaus, or women with greater ability at tennis than Chris Evert or Martina Navratilova, but they will never lift a club or swing a racket and therefore will never find out how great they could have been. Instead, they’ll be content to sit and watch stars perform on television.

One highly successful venture capitalist who is regularly pitched by young entrepreneurs told me how frustrated he is by his colleagues’ failure to distinguish between good presentation skills and true leadership ability. “I worry that there are people who are put in positions of authority because they’re good talkers, but they don’t have good ideas,” he said. “It’s so easy to confuse schmoozing ability with talent.

Buying market share by hiring your competitors’ salespeople does nothing good for your reputation in the industry. Maybe you don’t care when you’re young and brash, but eventually you learn that reputation is a crucial business asset, worth much more over the long run than a few extra sales.

Even if your company continues to thrive, your ability to survive in it depends on your capacity and willingness to innovate. Job security these days depends on the same qualities that make good entrepreneurs: agility, imagination, persistence, execution. To put it another way, adapt from within or you may be forced to adapt from without. Become

The problem is that many entrepreneurs start with good intentions to create a new mindset system but then slack off. The solution is to make that system part of your daily routine.

Success is the only thing to change the behaviors of others

For all of the most important things, the timing always sucks. Waiting for a good time to quit your job? The stars will never align and the traffic lights of life will never all be green at the same time. The universe doesn't conspire against you, but it doesn't go out of its way to line up the pins either. Conditions are never perfect. "Someday" is a disease that will take your dreams to the grave with you. Pro and con lists are just as bad. If it's important to you and you want to do it "eventually," just do it and correct course along the way.

You have to stretch to grow. And surround yourself with not only talented people whom you can delegate to, but also with good souls. Without grace and kindness, your skills are unimportant to me.

Bernoulli’s model lacks the idea of a reference point, expected utility theory does not represent the obvious fact that the outcome that is good for Anthony is bad for Betty. His model could explain Anthony’s risk aversion, but it cannot explain Betty’s risk-seeking preference for the gamble, a behavior that is often observed in entrepreneurs and in generals when all their options are bad.

Many self-help teachers say that our schools only focus on “preparing today’s youths to get good jobs by developing scholastic skills.” They think that’s a bad thing. It’s probably the right thing. Not everyone is suited for entrepreneurship, as statistics seem to suggest. Even future entrepreneurs usually need to begin as employees to get their starting capital and to learn while they work.

It is necessary for the oppressors to approach the people in order, via subjugation, to keep them passive. This approximation, however, does not involve being with the people, or require true communication. It is accomplished by the oppressors' depositing myths indispensable to the preservation of the status quo: for example, the myth that the oppressive order is a "free society"; the myth that all persons are free to work where they wish, that if they don't like their boss they can leave him and look for another job; the myth that this order respects human rights and is therefore worthy of esteem; the myth that anyone who is industrious can become an entrepreneur--worse yet, the myth that the street vendor is as much an entrepreneur as the owner of a large factory; the myth of the universal right of education, when of all the Brazilian children who enter primary schools only a tiny fraction ever reach the university; the myth of the equality of all individuals, when the question: "Do you know who you're talking to?" is still current among us; the myth of the heroism of the oppressor classes as defenders of "Western Christian civilization" against "materialist barbarism"; the myth of the charity and generosity of the elites, when what they really do as a class is to foster selective "good deeds" (subsequently elaborated into the myth of "disinterested aid," which on the international level was severely criticized by Pope John XXIII); the myth that the dominant elites, "recognizing their duties," promote the advancement of the people, so that the people, in a gesture of gratitude, should accept the words of the elites and be conformed to them; the myth of private property as fundamental to personal human development (so long as oppressors are the only true human beings); the myth of the industriousness of the oppressors and the laziness and dishonesty of the oppressed as well as the myth of the natural inferiority of the latter and the superiority of the former.

It’s the Very Good Reason you cannot pursue your goal. Perfectionism will tell you, “If you’re going to do it, you might as well do it right.” And when we leave the idea of “right” undefined, it tends to get complicated, usually in one of two ways. In the first kind of noble obstacle, perfectionism sneakily tells you that you cannot move toward your goal until you do something else: “I can’t do X until Y.” In the second kind, perfectionism tells you that reaching your goal could actually produce bad results or make you a bad person. Would-be entrepreneurs often express fear that they’ll become workaholics

Companies maintain lively web sites to put their view across but entrepreneur-owners have not stepped forward to do the same to help organize the mass of little owners and to provide a way for them to share views. Sure, there are bloggers writing about anything and everything, but there don’t seem to be shareholder-controlled sites to exchange thoughts and ideas about a company that participants own in common.

Nobody can predict the future. We may be near the peak of the tech M&A market or the trend may last several more years. If you have been thinking about selling your business, now looks like a very good time.

The economists exploded the old tenets: that it is unfair and unjust to outdo a competitor by producing better and cheaper goods; that it is iniquitous to deviate from the traditional methods of production; that machines are an evil because they bring about unemployment; that it is one of the tasks of civil government to prevent efficient businessmen from getting rich and to protect the less efficient against the competition of the more efficient; that to restrict the freedom of entrepreneurs by government compulsion or by coercion on the part of other social powers is an appropriate means to promote a nation's well-being.

As entrepreneurs we have a “can do” mindset. This often means that when something needs to be done, we are tempted to just roll up our sleeves and just do it. However, spending a lot of time doing things that aren’t your area of expertise or aren’t a good use of your time can quickly become a very expensive exercise. Remember, money is a renewable resource—you can always get more money but you can never get more time.

After more than ten years as an entrepreneur, I came to reject that line of thinking. I have learned from both my own successes and failures and those of many others that it’s the boring stuff that matters the most. Startup success is not a consequence of good genes or being in the right place at the right time. Startup success can be engineered by following the right process, which means it can be learned, which means it can be taught.

<...> I think we didn't know what we were doing. I think the hallmark of a really good entrepreneur is that you're not really going to build one specific company. The goal—at least the way I think about entrepreneur- ship—is you realize one day that you can't really work for anyone else. You have to start your own thing. It almost doesn't matter what that thing is. We had six different business plan changes, and then the last one was PayPal.

Money Is a Magnifying Glass Money makes you more of who you already are. If you are a jerk, it will make you a bigger jerk; if you’re insecure, you become even more insecure; if you are generous, you become even more generous; if you are nice, you become even nicer. Making money is like holding up a magnifying glass to who you are, personally and professionally. It creates a lot of energy and power, and it’s up to you to use that in a really good way.

…it is the public sector I find more interesting, because governments and other non-market institutions have long suffered from the innovation malaise of top-heavy bureaucracies. Today, these institutions have an opportunity to fundamentally alter the way they cultivate and promote good ideas. The more the government thinks of itself as an open platform instead of a centralized bureaucracy, the better it will be for all of us, citizens and activists, and entrepreneurs alike.

Catch a customer with emotion and you will have a customer for a day; but, capture a customer with value and you will keep a customer for a lifetime. I truly believe in good, old-fashioned values when it comes to business. That is what timelessness is made of! At the end of the day, the question is, “Do you want to build a good hut for a day or do you want to build a good fortress for a lifetime?” Quality, value, understanding the needs of your clientele— that’s how you build a legacy. Connect with people, because you can never underestimate just how many people out there are yearning for any form of good interpersonal connection that they can find and when you can provide that as a brand name, you can allow the person behind your business to shine through. That’s how timelessness is created. It’s not created by luring people into a myth; it’s created by making connections, by remembering people’s names, by being genuinely interested in everybody.

invention is often the mother of necessity, rather than vice versa. A good example is the history of Thomas Edison’s phonograph, the most original invention of the greatest inventor of modern times. When Edison built his first phonograph in 1877, he published an article proposing ten uses to which his invention might be put. They included preserving the last words of dying people, recording books for blind people to hear, announcing clock time, and teaching spelling. Reproduction of music was not high on Edison’s list of priorities. A few years later Edison told his assistant that his invention had no commercial value. Within another few years he changed his mind and did enter business to sell phonographs—but for use as office dictating machines. When other entrepreneurs created jukeboxes by arranging for a phonograph to play popular music at the drop of a coin, Edison objected to this debasement, which apparently detracted from serious office use of his invention. Only after about 20 years did Edison reluctantly concede that the main use of his phonograph was to record and play music.

[Studies have found] that the typical entrepreneur earns less monetary compensation than her employee counterpart. Why then do so many entrepreneurs willingly engage in what is inherently risky activity? Because the additional psychic rewards—being one’s own boss, pride in self-accomplishment, and so forth—make the entrepreneurial endeavor worthwhile even if the entrepreneur does not gain the mega-prize. This, in turn, helps explain why entrepreneurs have a comparative advantage relative to large companies in attempting to discover and commercialize breakthrough innovations. Because a not insignificant portion of the entrepreneur’s “income” from her activity is psychic, the entrepreneur is the low-cost provider of radical innovation.

There is a major difference between theoretical knowledge and experiential knowledge. Academics think they know how the economy should work; successful business owners know how the economy does work. They have been there and done it. Our government should be turning to those who have experiential knowledge when it comes to solving our fiscal problems. They would realize that many of their current policies may sound good but don’t work in the real world and must be abandoned. They would spend less and live within their means. They would be promoting the creation of more entrepreneurs and business owners, instead of hiring more bureaucrats, consulting more academics, and enlisting more lawyers to harass and prosecute the true wealth creators of this nation.

An availability cascade is a self-sustaining chain of events, which may start from media reports of a relatively minor event and lead up to public panic and large-scale government action. On some occasions, a media story about a risk catches the attention of a segment of the public, which becomes aroused and worried. This emotional reaction becomes a story in itself, prompting additional coverage in the media, which in turn produces greater concern and involvement. The cycle is sometimes sped along deliberately by “availability entrepreneurs,” individuals or organizations who work to ensure a continuous flow of worrying news. The danger is increasingly exaggerated as the media compete for attention-grabbing headlines. Scientists and others who try to dampen the increasing fear and revulsion attract little attention, most of it hostile: anyone who claims that the danger is overstated is suspected of association with a “heinous cover-up.” The issue becomes politically important because it is on everyone’s mind, and the response of the political system is guided by the intensity of public sentiment. The availability cascade has now reset priorities. Other risks, and other ways that resources could be applied for the public good, all have faded into the background.

It wasn’t until I got to the law firm that things started hitting me. First, the people around me seemed pretty unhappy. You can go to any corporate law firm and see dozens of people whose satisfaction with their jobs is below average. The work was entirely uninspiring. We were for the most part grease on a wheel, helping shepherd transactions along; it was detail-intensive and often quite dull. Only years later did I realize what our economic purpose was: if a transaction was large enough, you had to pay a team of people to pore over documents into the wee hours to make sure nothing went wrong. I had zero attachment to my clients—not unusual, given that I was the last rung down on the ladder, and most of the time I only had a faint idea of who my clients were. Someone above me at the firm would give me a task, and I’d do it. I also kind of thought that being a corporate lawyer would help me with the ladies. Not so much, just so you know. It was true that I was getting paid a lot for a twenty-four-year-old with almost no experience. I made more than my father, who has a PhD in physics and had generated dozens of patents for IBM over the years. It seemed kind of ridiculous to me; what the heck had I done to deserve that kind of money? As you can tell, not a whole lot. That didn’t keep my colleagues from pitching a fit if the lawyers across the street were making one dollar more than we were. Most worrisome of all, my brain started to rewire itself after only the first few months. I was adapting. I started spotting issues in offering memoranda. My ten-thousand-yard unblinking document review stare got better and better. Holy cow, I thought—if I don’t leave soon, I’m going to become good at this and wind up doing it for a long time. My experience is a tiny data point in a much bigger problem.

If that’s the case, though, why did the Union, under Lincoln, so catastrophically fail? The easy answer might be that no strategy anticipates all contingencies, that every solution creates new problems, and that these can, at times, overwhelm. The harsher one—although I think the more accurate one—lies in the possibility that the Founders left the Union to test itself: knowing the need to proportion aspirations to capabilities, recognizing the incompatibilities in good things, they chose to save their new state, and leave to their descendants the saving of its soul. Augustine and Machiavelli had both seen in proportionality a way to balance the respective claims of souls and states: their differences lay in whether equilibria reached required accountability to God. Augustine said yes and labored mightily to provide it. Machiavelli’s God left statecraft to man. Americans, in varieties almost as infinite as those of Elizabeth I, straddled this divide: they could be, like their early leaders, coolly pragmatic, like their revivalists fiercely religious, and like their entrepreneurs anywhere in between. What’s clear, though, is that few in the young republic questioned—at least not openly—what so many in the mature republic would give their lives to change: the anomaly that a Constitution promising a “more perfect Union” assumed slavery’s legality. 69

One reason so much money is flowing into the service frontier is that there are so many more ways to be a service than to be a product. The number of different ways to recast transportation as a service is almost unlimited. Uber is merely one variation. There are dozens more already established, and many more possible. The general approach for entrepreneurs is to unbundle the benefits of transportation (or any X) into separate constituent goods and then recombine them in new ways.

Don Chrisantos Michael Wanzala "Don CM Wanzala" (born April 13), popularly known as Don Santo (stylized as DON SANTO) is a Kenyan singer, rapper, songwriter, arranger, actor, author, content producer, Photo-Videographer, Creative Director (Blame It On Don), entrepreneur, record executive and Leader of the Klassik Nation and chairman and president of Global Media Ltd, based in Nairobi City in Kenya. ​ The genius of DON SANTO rests in his willingness to break from traditional formula and constantly push the envelope. He flips the method of the moment with undeniable swagger and bold African sensibility. As a songwriter, Santo revisits simple, but profound aspects of the human experience – love, lust, desire, joy, and pain that define classical art and drama. He applies his concept to rich, full vocals that exude his intended effect. It is this uncanny ability to compose classics and deliver electrifying live performances that define everything that is essential DON SANTO. In 2015, Santo won the East Africa Music Awards in the Artist of the year Category while his song "Sina Makosa" won the Song of The year. A believer in GOD, FAMILY & GOOD LIFE (Klassikanity).

great. This is a good description of Rovio, which was around for six years and underwent layoffs before the “instant” success of the Angry Birds video game franchise. In the case of the Five Guys restaurant chain, the founders spent fifteen years tweaking their original handful of restaurants in Virginia, finding the right bun bakery, the right number of times to shake the french fries before serving, how best to assemble a burger, and where to source their potatoes before expanding nationwide. Most businesses require a complex network of relationships to function, and these relationships take time to build. In many instances you have to be around for a few years to receive consistent recognition. It takes time to develop connections with investors, suppliers, and vendors. And it takes time for staff and founders to gain effectiveness in their roles and become a strong team.* So, yes, the bar is high when you want to start a company. You’ll have the chance to work on something you own and care about from day to day. You’ll be 100 percent engaged and motivated, and doing something you believe in. You can lead an integrated life, as opposed to a compartmentalized one in which you play a role in an office and then try to forget about it when you get home. You can define an organization, not the other way around. But even if you quit your job, hunker down for years, work hard for uncertain reward, and ask everyone you know for help, there’s still a great chance that your new business will not succeed. Over 50 percent of companies fail within their first three years.2 There’s a quote I like from an unknown source: “Entrepreneurship is living a few years of your life like most people won’t, so that you can spend the rest of your life like most people can’t.

One way to get a life and keep it is to put energy into being an S&M (success and money) queen. I first heard this term in Karen Salmansohn’s fabulous book The 30-Day Plan to Whip Your Career Into Submission. Here’s how to do it: be a star at work. I don’t care if you flip burgers at McDonald’s or run a Fortune 500 company. Do everything with totality and excellence. Show up on time, all the time. Do what you say you will do. Contribute ideas. Take care of the people around you. Solve problems. Be an agent for change. Invest in being the best in your industry or the best in the world! If you’ve been thinking about changing professions, that’s even more reason to be a star at your current job. Operating with excellence now will get you back up to speed mentally and energetically so you can hit the ground running in your new position. It will also create good karma. When and if you finally do leave, your current employers will be happy to support you with a great reference and often leave an open door for additional work in the future. If you’re an entrepreneur, look at ways to enhance your business. Is there a new product or service you’ve wanted to offer? How can you create raving fans by making your customer service sparkle? How can you reach more people with your product or service? Can you impact thousands or even millions more? Let’s not forget the M in S&M. Getting a life and keeping it includes having strong financial health as well. This area is crucial because many women delay taking charge of their financial lives as they believe (or have been culturally conditioned to believe) that a man will come along and take care of it for them. This is a setup for disaster. You are an intelligent and capable woman. If you want to fully unleash your irresistibility, invest in your financial health now and don’t stop once you get involved in a relationship. If money management is a challenge for you, I highly recommend my favorite financial coach: David Bach. He is the bestselling author of many books, including The Automatic Millionaire, Smart Women Finish Rich, and Smart Couples Finish Rich. His advice is clear-cut and straightforward, and, most important, it works.

On the Craft of Writing:  The Story Grid: What Good Editors Know by Shawn Coyne The Elements of Style by William Strunk Jr. and E. B. White 2K to 10K: Writing Faster, Writing Better, and Writing More of What You Love by Rachel Aaron  On Writing: A Memoir of the Craft by Stephen King Take Off Your Pants! Outline Your Books for Faster, Better Writing by Libbie Hawker  You Are a Writer (So Start Acting Like One) by Jeff Goins Prosperity for Writers: A Writer's Guide to Creating Abundance by Honorée Corder  The Artist's Way by Julia Cameron The War of Art: Break Through the Blocks and Win Your Inner Creative Battles by Steven Pressfield Business for Authors: How To Be An Author Entrepreneur by Joanna Penn  On Writing Well: The Classic Guide to Writing Nonfiction by William Zinsser Writing Tools: 50 Essential Strategies for Every Writer by Roy Peter Clark On Mindset:  The One Thing: The Surprisingly Simple Truth Behind Extraordinary Results by Gary Keller and Jay Papasan The Art of Exceptional Living by Jim Rohn Vision to Reality: How Short Term Massive Action Equals Long Term Maximum Results by Honorée Corder The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change by Stephen R. Covey Essentialism: The Disciplined Pursuit of Less by Greg Mckeown Mastery by Robert Greene The Success Principles: How to Get from Where You Are to Where You Want to Be by Jack Canfield and Janet Switzer The Game of Life and How to Play It by Florence Scovel Shinn The Compound Effect by Darren Hardy Taking Life Head On: How to Love the Life You Have While You Create the Life of Your Dreams by Hal Elrod Think and Grow Rich by Napoleon Hill In

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

I am an urchin, standing in the cold, elbowed aside by the glossy rich visitors in their fur coats and ostentatious jewellery, being fussed into the hotel by pompous-looking doormen. 'No problem. I'd better get home, actually Mr – Gustav. A drink is very tempting, but maybe not such a good idea after all.' I pat my pockets. 'And I'm skint.' 'Pavements not paved with gold yet, eh?' He moves on along the facade of the grand hotel to the corner, and waits. He's staring not back at me but down St James Street. I wage a little war with myself. He's a stranger, remember. The newspaper headlines, exaggerated by the time they reach the office of Jake's local rag: Country girl from the sticks raped and murdered in London by suave conman. Even Poppy would be wagging her metaphorical finger at me by now. Blaming herself for not being there, looking out for me. But we're out in public here. Lots of people around us. He's charming. He's incredibly attractive. He's got a lovely deep, well spoken voice. And he's an entrepreneur who must be bloody rich if he owns more than one house. What the hell else am I going to do with myself when everyone else is out having fun? One thing I won't tell him is that my pockets might be empty, but my bank account is full. 'One drink. Then I must get back.' He doesn't answer or protest, but with a courtly bow he crooks his elbow and escorts me down St James. We turn right and into the far more subtle splendour of Dukes Hotel. 'Dress code?' I ask nervously, wiping my feet obediently on the huge but welcoming doormat and drifting ahead of him into the smart interior where domed and glassed corridors lead here and there. The foyer smells of mulled wine and candles and entices you to succumb to its perfumed embrace.

The voice would scare the wits out of me. It would make me think I wasn’t good enough. It would make me feel like I was stupid for even believing for a second that I could do it, that I could make my business a success or create a life that I dreamed of living. It would point out all the amazing people out there who were doing incredible things, and then it would make me feel like there was no room for me and my ideas. We all have these voices in our head. I like to call them the ‘Negative Committee.’ Do you sometimes come up with genius ideas and then think to yourself, ‘I could never do that?’ I think we all do. We’re so conditioned to be realistic that when we come up with amazing and crazy exciting dreams, we end up believing we can’t make them a reality because they’re not ‘realistic.’ We overthink and overcomplicate everything. We shoot ourselves down because we think our goals are out of our reach, that we don’t deserve them, or that there are too many challenges in the way.

WE LIVE IN AN age of nontraditional ladder climbing. Not just in politics, but in business and personal development and education and entertainment and innovation. Traditional paths are not just slow; they’re no longer viable if we want to compete and innovate. That’s great news, because throwing out the dues paradigm leads us toward meritocracy. But to be successful, we need to start thinking more like hackers, acting more like entrepreneurs. We have to work smarter, not just harder. We’ll see throughout the following chapters how Sinatra-style credibility and ladder switching—always parlaying for something more—are the foundation for how the most interesting people and companies in the world succeed. It’s not just how presidents get to the top. It’s how CEOs and comedians and racecar drivers hone their skills and make it in the big leagues. It’s how new businesses grow fast, and old businesses grow faster. It’s how entrepreneurs create life-changing products in record time and inventors parlay dreams for bigger dreams. Hacking the ladder is the mind-set they use to get places. The rest of this book is about becoming good enough to deserve it.

George Clooney spent his first years in Hollywood getting rejected at auditions. He wanted the producers and directors to like him, but they didn’t and it hurt and he blamed the system for not seeing how good he was. This perspective should sound familiar. It’s the dominant viewpoint for the rest of us on job interviews, when we pitch clients, or try to connect with an attractive stranger in a coffee shop. We subconsciously submit to what Seth Godin, author and entrepreneur, refers to as the “tyranny of being picked.” Everything changed for Clooney when he tried a new perspective. He realized that casting is an obstacle for producers, too—they need to find somebody, and they’re all hoping that the next person to walk in the room is the right somebody. Auditions were a chance to solve their problem, not his. From Clooney’s new perspective, he was that solution. He wasn’t going to be someone groveling for a shot. He was someone with something special to offer. He was the answer to their prayers, not the other way around. That was what he began projecting in his auditions—not exclusively his acting skills but that he was the man for the job. That he understood what the casting director and producers were looking for in a specific role and that he would deliver it in each and every situation, in preproduction, on camera, and during promotion. The

a young Goldman Sachs banker named Joseph Park was sitting in his apartment, frustrated at the effort required to get access to entertainment. Why should he trek all the way to Blockbuster to rent a movie? He should just be able to open a website, pick out a movie, and have it delivered to his door. Despite raising around $250 million, Kozmo, the company Park founded, went bankrupt in 2001. His biggest mistake was making a brash promise for one-hour delivery of virtually anything, and investing in building national operations to support growth that never happened. One study of over three thousand startups indicates that roughly three out of every four fail because of premature scaling—making investments that the market isn’t yet ready to support. Had Park proceeded more slowly, he might have noticed that with the current technology available, one-hour delivery was an impractical and low-margin business. There was, however, a tremendous demand for online movie rentals. Netflix was just then getting off the ground, and Kozmo might have been able to compete in the area of mail-order rentals and then online movie streaming. Later, he might have been able to capitalize on technological changes that made it possible for Instacart to build a logistics operation that made one-hour grocery delivery scalable and profitable. Since the market is more defined when settlers enter, they can focus on providing superior quality instead of deliberating about what to offer in the first place. “Wouldn’t you rather be second or third and see how the guy in first did, and then . . . improve it?” Malcolm Gladwell asked in an interview. “When ideas get really complicated, and when the world gets complicated, it’s foolish to think the person who’s first can work it all out,” Gladwell remarked. “Most good things, it takes a long time to figure them out.”* Second, there’s reason to believe that the kinds of people who choose to be late movers may be better suited to succeed. Risk seekers are drawn to being first, and they’re prone to making impulsive decisions. Meanwhile, more risk-averse entrepreneurs watch from the sidelines, waiting for the right opportunity and balancing their risk portfolios before entering. In a study of software startups, strategy researchers Elizabeth Pontikes and William Barnett find that when entrepreneurs rush to follow the crowd into hyped markets, their startups are less likely to survive and grow. When entrepreneurs wait for the market to cool down, they have higher odds of success: “Nonconformists . . . that buck the trend are most likely to stay in the market, receive funding, and ultimately go public.” Third, along with being less recklessly ambitious, settlers can improve upon competitors’ technology to make products better. When you’re the first to market, you have to make all the mistakes yourself. Meanwhile, settlers can watch and learn from your errors. “Moving first is a tactic, not a goal,” Peter Thiel writes in Zero to One; “being the first mover doesn’t do you any good if someone else comes along and unseats you.” Fourth, whereas pioneers tend to get stuck in their early offerings, settlers can observe market changes and shifting consumer tastes and adjust accordingly. In a study of the U.S. automobile industry over nearly a century, pioneers had lower survival rates because they struggled to establish legitimacy, developed routines that didn’t fit the market, and became obsolete as consumer needs clarified. Settlers also have the luxury of waiting for the market to be ready. When Warby Parker launched, e-commerce companies had been thriving for more than a decade, though other companies had tried selling glasses online with little success. “There’s no way it would have worked before,” Neil Blumenthal tells me. “We had to wait for Amazon, Zappos, and Blue Nile to get people comfortable buying products they typically wouldn’t order online.