Entrepreneurs Thinking Quotes

If you are on social media, and you are not learning, not laughing, not being inspired or not networking, then you are using it wrong.

The lesson here is very simple. But it is striking how often it is overlooked. We are so caught in the myths of the best and the brightest and the self-made that we think outliers spring naturally from the earth. We look at the young Bill Gates and marvel that our world allowed that thirteen-year-old to become a fabulously successful entrepreneur. But that's the wrong lesson. Our world only allowed one thirteen-year-old unlimited access to a time sharing terminal in 1968. If a million teenagers had been given the same opportunity, how many more Microsofts would we have today?

We must learn what customers really want, not what they say they want or what we think they should want.

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

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

My Creed I do not choose to be a common man, It is my right to be uncommon … if I can, I seek opportunity … not security. I do not wish to be a kept citizen. Humbled and dulled by having the State look after me. I want to take the calculated risk; To dream and to build. To fail and to succeed. I refuse to barter incentive for a dole; I prefer the challenges of life To the guaranteed existence; The thrill of fulfillment To the stale calm of Utopia. I will not trade freedom for beneficence Nor my dignity for a handout I will never cower before any master Nor bend to any threat. It is my heritage to stand erect. Proud and unafraid; To think and act for myself, To enjoy the benefit of my creations And to face the world boldly and say: This, with God’s help, I have done All this is what it means To be an Entrepreneur.

Society flourishes when people think entrepreneurally.

Your habit of avoiding mental and emotional discomfort is your #1 reason for your being stuck where you are in life.

I'm going to ask you to remember the prostituted, the homeless, the battered, the raped, the tortured, the murdered, the raped-then-murdered, the murdered-then-raped; and I am going to ask you to remember the photographed, the ones that any or all of the above happened to and it was photographed and now the photographs are for sale in our free countries. I want you to think about those who have been hurt for the fun, the entertainment, the so-called speech of others; those who have been hurt for profit, for the financial benefit of pimps and entrepreneurs. I want you to remember the perpetrator and I am going to ask you to remember the victims: not just tonight but tomorrow and the next day. I want you to find a way to include them -- the perpetrators and the victims -- in what you do, how you think, how you act, what you care about, what your life means to you. Now, I know, in this room, some of you are the women I have been talking about. I know that. People around you may not. I am going to ask you to use every single thing you can remember about what was done to you -- how it was done, where, by whom, when, and, if you know -- why -- to begin to tear male dominance to pieces, to pull it apart, to vandalize it, to destabilize it, to mess it up, to get in its way, to fuck it up. I have to ask you to resist, not to comply, to destroy the power men have over women, to refuse to accept it, to abhor it and to do whatever is necessary despite its cost to you to change it.

You can't force creatives into a box. If you try, they'll no longer be creative. And no one will want your box.

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.

What the average call excellent, the excellent call average.

How you react when your back is against the wall will determine if you see what's actually over the wall.

Being unafraid of making mistakes makes everything easy for me. Not worrying about what people think frees you to do things, and doing things allows you to win or learn from your loss—which means you win either way. Hear me now: you are better off being wrong ten times and being right three than you are if you try only three times and always get it right.

There are two kinds of people: eaters and bakers. Eaters think the world is a zero-sum game: what someone else eats, they cannot eat. Bakers do not believe that the world is a zero-sum game because they can bake more and bigger pies.

Rebels revel in rewriting reality's restrictions.

If you are thinking about making some adjustments in you life to allow you to help change the world, my heartfelt recommendation is not to spend too much time thinking about it. Just dive in.

Don't think of yourself as a surrogate mule, think of yourself as an entrepreneur of the physical.

I do not choose to be a common person. It is my right to be uncommon-- if I can. I seek opportunity--not security. I do not wish to be a kept citizen, humbled and dulled by having the State look after me. I want to take the calculated risk--to dream and to build, to fail and to succeed. I refuse to barter incentive for a dole; I prefer the challenges of life to the guaranteed existence, the thrill of fulfillment to the stale calm of Utopia. I will not trade freedom for beneficence nor my dignity for a handout. I will never cower before any master nor bend to any threat. It is my heritage to stand erect, proud and unafraid, to think and to act for myself, to enjoy the benefit of my creations and to face the world boldly and say, This, with God's help, I have done. All this is what it means to be an Entrepreneur!

I think a great entrepreneur is learning every day. An entrepreneur is somebody that doesn’t take no for an answer — they’re going to figure something out. They also take responsibility. They don’t blame anybody else. And they’re dreamers in one sense but they’re also realistic and they take affordable steps when they can.

IF we don't start to rethink how we are acting now...We will pay the price later for our "old-stinking-thinking" style

[Team player vs team builder] Players focus on the wins and the loses. Builders focus on the team and future of the vision. Let's move our members from team player to team builder.

Certain people make a living from their abilities, such as pilots, plumbers, and lawyers. In other areas, skill is necessary but not critical, as with entrepreneurs and leaders. Finally, chance is the deciding factor in a number of fields, such as in financial markets. Here, the illusion of skill pervades. So, give plumbers due respect and chuckle at successful financial jesters.

The most liberating of all thoughts is disregard or “disconcern” for what other people think. Famous mail-order impresario and entrepreneur J. Peterman wrote (in his autobiography Peterman Rides Again); “Once you realize that most people are keeping up appearances and putting on a show, their approval becomes less important.” Excessive concern over what other people think inhibits personality more than any other factor.

When we love something, emotion often drives our actions. This is the gift and the challenge entrepreneurs face every day. The companies we dream of and build from scratch are part of us and intensely personal. They are our families. Our lives. But the entrepreneurial journey is not for everyone. Yes, the highs are high and the rewards can be thrilling. But the lows can break your heart. Entrepreneurs must love what they do to such a degree that doing it is worth sacrifice and, at times, pain. But doing anything else, we think, would be unimaginable

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

Right now what I need to think about is what would be possible, not all the reasons I can't make a change.

Entrepreneur, become so disciplined that even your distractions become focused.

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.

In theory, the risk of business failure can be reduced to a number, the probability of failure multiplied by the cost of failure. Sure, this turns out to be a subjective analysis, but in the process your own attitudes toward financial risk and reward are revealed. By contrast, personal risk usually defies quantification. It's a matter of values and priorities, an expression of who you are. "Playing it safe" may simply mean you do not weigh heavily the compromises inherent in the status quo. The financial rewards of the moment may fully compensate you for the loss of time and fulfillment. Or maybe you just don't think about it. On the other hand, if time and satisfaction are precious, truly priceless, you will find the cost of business failure, so long as it does not put in peril the well-being of you or your family, pales in comparison with the personal risks of no trying to live the life you want today. Considering personal risk forces us to define personal success. We may well discover that the business failure we avoid and the business success we strive for do not lead us to personal success at all. Most of us have inherited notions of "success" from someone else or have arrived at these notions by facing a seemingly endless line of hurdles extending from grade school through college and into our careers. We constantly judge ourselves against criteria that others have set and rank ourselves against others in their game. Personal goals, on the other hand, leave us on our own, without this habit of useless measurement and comparison. Only the Whole Life Plan leads to personal success. It has the greatest chance of providing satisfaction and contentment that one can take to the grave, tomorrow. In the Deferred Life Plan there will always be another prize to covet, another distraction, a new hunger to sate. You will forever come up short.

We are the visionaries, inventors, and artists. We think differently, see the world differently, and solve problems differently. It is from this difference that the dyslexic brain derives its brilliance.

Creativity is the new currency, so, are you credited with new thoughts or overdrawn in old thinking?

Don't just think out of the box, stand on the box to see new possibilities and opportunities in becoming distinguished.

Your comfort zone is not that comfortable.

Entrepreneur, make today count and but don't let the day count you.

Serving my generation with excellence will in turn mean my generation can lead with excellence.

In five minutes you should know if people have confirmed, calculated & considered your vision.

As you begin to think like an entrepreneur, you’ll notice that business ideas can come from anywhere.

Actually, highly successful people don’t think about time much at all. Instead, they think about values, priorities, and consistent habits.

So I admitted it: “I’m a humanitarian.” And then I put a fine point on it: “Who happens to be an entrepreneur.” And then I really declared it. “And I think I can protect myself without fucking anyone else over.

As anyone who starts a business knows, it is a fantastic race. There is a statistic that hangs over your head - over 90 percent of all new businesses fail in the first three years. For anyone with even a bit of competitive spirit in them, especially for someone who defines himself or herself as an entrepreneur, these overwhelming odds of failure are not intimidating, they only add fuel to the fire. The foolishness of thinking that you're a part of the small minority of those who actually will make it past three years and defy the odds is part of what makes entrepreneurs who they are, driven by passion and completely irrational.

Stay Stupid The three dumbest guys I can think of: Charles Lindbergh, Steve Jobs, Winston Churchill. Why? Because any smart person who understood how impossibly arduous were the tasks they had set themselves would have pulled the plug before he even began. Ignorance and arrogance are the artist and entrepreneur’s indispensable allies. She must be clueless enough to have no idea how difficult her enterprise is going to be—and cocky enough to believe she can pull it off anyway. How do we achieve this state of mind? By staying stupid. By not allowing ourselves to think. A child has no trouble believing the unbelievable, nor does the genius or the madman. It’s only you and I, with our big brains and our tiny hearts, who doubt and overthink and hesitate. Don’t think. Act.

Entrepreneur, if you're going to start up, make sure you start up with excellence in mind

Ambition is like a plague that can only be cured by success.

When you walk in distinction, you don’t compete with anyone but competition wants to compete with you.

One of the things I’ve learnt about goals is people will write them or wrong them.

Entrepreneur, make today count but don't let the day count you. ~ Onyi Anyado.

Your distinction shouldn't be measured by your duration but rather, your donation.

S.T.O.P. = Start To Open Possibilities

The moment you think you know something inside out, is the moment you stop listening. That's when you go backwards faster than you progressed

Some of the things you think are impossible to do can be done even by you.

If you sincerely want to be successful in life, all you need is one person to believe in you, and that one person should be YOU. As long as you genuinely believe in yourself, you can and will be a success. Your mindset is a powerful force! What you think and how you think will be the ultimate factor of your journey’s end.

Now there are some, and I don't just mean Communists like you, but thinking men of all political parties, who think that not many of these gods actually exist. Some believe that none of them exist. There's just us and an ocean of darkness around us. I'm no philosopher or poet, how would I know the truth? It's true that all these gods seem to do awfully little work - much like our politicians - and yet keep winning reelection to their golden thrones in heaven, year after year. That's not to say I don't respect them, Mr. Premier! Don't you ever let that blasphemous idea into your yellow skull. My country is the kind where it pays to play it both ways: the Indian entrepreneur has to be straight and crooked, mocking and believing, sly and sincere, at the same time.

Far from being greedy, America’s leading entrepreneurs—with some exceptions—display discipline and self-control, hard work and austerity, excelling those found in any college of social work, Washington think tank, or congregation of bishops.

Some women think being arrogant, selfish, bitter and looking down on others are qualities of being an Independent, strong, powerful and successful business women. No matter how high you are in life. Never look down on others and never forget humanity.

Investors who have no real experience as entrepreneurs cannot engage in value investing to the fullest extent. You can’t think like an owner if you’ve never been one. And the extent to which you’ve been in business is the extent to which you can understand it.

The hard part of ReThinking, is most people don't usually do much normal REAL thinking anyway. They live their lives on automatic reaction.

To create extraordinary results, you must first have or ReThink an extraordinary Mindset to start.

Start local, think global & constantly raise the bar of excellence.

We aspire to what we think we can achieve, and what we think we can achieve is influenced by what we see others achieving.

Lean thinking defines value as providing benefit to the customer; anything else is waste. In

The moment you think you can do something that you previously thought you couldn't, you can.

How you think matters. How you act matters more.

God, how I wish I could relive the whole thing. Short of that, I'd like to share the experience, the ups and downs, so some young man or woman, somewhere, going through the same trials and ordeals, might be inspired or comforted. Or warned. Some young entrepreneur, maybe, some athlete or painter or novelist, might press on. It's all the same drive. The same dream. It would be nice to help them avoid the typical discouragements. I'd tell them to hit pause, think long and hard about how they want to spend their time, and with whom they want to spend it for the next forty years. I'd tell men and women in their midtwenties not to settle for a job or a profession or even a career. Seek a calling. Even if you don't know what that means, seek it. If you're following your calling, the fatigue will be easier to bear, the disappointments will be fuel, the highs will be like nothing you've ever felt. I'd like to warn the best of them, the iconoclasts, the innovators, the rebels, that they will always have a bull's-eye on their backs. The better they get, the bigger the bull's-eye. It's not one man's opinion; it's a law of nature.

And what these winners wanted was for the world to be changed in ways that had their buy-in—think charter schools over more equal public school funding, or poverty-reducing tech companies over antitrust regulation of tech companies. The entrepreneurs were willing to participate in making the world better if you pursued that goal in a way that exonerated and celebrated and depended on them.

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.

When I think about the future, I know that the most fantastic things are too awesome to even imagine today. Great entrepreneurs are like Indiana Jones: They take leaps before seeing the bridge because they know that if they don't, someone else will get that holy grail. That holy grail is yours for the taking.

However you see the world, realize that you can be successful if you do the work. Being positive and doing nothing will generate nothing. Being negative and fighting everything that cross your path can still lead to success.

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?

I used to say I admired women who never doubted themselves, who have no fear and could just kind of roar it out and do it. But I’ve changed my mind, because I actually don’t think that exists. I admire women who are open and vulnerable about the self-doubt that happens in the creative process and yet go forward and do it anyway. (Aarti Sequeira)

IT'S TIME TO LEARN YOUR A.B.C.s Always BE CONFIDENT Confidence is a feeling, feel it. Always BE CREATIVE Creativity is an ability, enable it. Always BE CURIOUS Curiosity is a desire, desire it. Always BE COMPASSIONATE Compassion is an awareness, be aware. Always BE CHARITABLE Charity is generous, be generous. Always BE CONSIDERATE Consideration is thoughtful, think. Always BE COURTEOUS Courtesy is a mindset, be mindful. Always BE COACHABLE Coachability is a willingness, be willing. Always BE COMMITTED Commitment is purpose, live on purpose. Always BE CARING Caring is giving, give.

I have noticed over the past three years that most African Christians depend on their pastor or preachers for directions in life than their lecturers, politicians and nurses. That tells why most people refuse certain medical priorities with regards to their pastor's messages. I think if every pastor should have entrepreneurial knowledge coupled with spiritual integrity, Africa will shake!

When we dedicate ourselves to a plan and it isn’t going as we hoped, our first instinct isn’t usually to rethink it. Instead, we tend to double down and sink more resources in the plan. This pattern is called escalation of commitment. Evidence shows that entrepreneurs persist with failing strategies when they should pivot, NBA general managers and coaches keep investing in new contracts and more playing time for draft busts, and politicians continue sending soldiers to wars that didn’t need to be fought in the first place.

Part of my response is to urge policymakers to broaden their thinking about the role of technology in economic development. Too often they focus on trying to attract Silicon Valley companies in hopes they will open offices locally. They want Silicon Valley satellites. Instead, they should be working on plans to make the best technologies available to local entrepreneurs so that they can organically grow more jobs at home—not just in high-tech industries but in every economic sector.

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.

Network = Net Worth Your network: That is the #1 key to success. You become the sum of the five people with whom you spend the most time. If you don’t walk away from a conversation feeling bigger or more empowered, then you need to hang around with some new folks. That’s the #1 mistake that young people make. They hang around with the wrong crowd for the wrong set of reasons, and they end up living a smaller life because the people they are around do not think big thoughts. –David Wood

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.

Here’s a handy list of warning signs of the worst people on the road. Some are tuned-out menaces, others are just assholes. Be alert, and if you see this on a vehicle close to you, get away now. STICK FIGURE FAMILY: I hereby decree that you are allowed to accelerate to ramming speed every time you see a minivan with a silhouette of the family and their names on the rear window. We get it, you didn’t pull out. Is that information you really think I’m interested in? I know you’re a parent. You’re driving a Plymouth Voyager with two hundred thousand miles on it; do you imagine I’m behind you thinking, “Who is that gay entrepreneur?” Even worse is the theme family. Oh, you’re into snowboarding? Oh, you’ve got cats? Oh, they’ve all got Mickey ears, they must really love Disney. You know what I love? Driving more than fifty-three miles an hour. How about a stick figure depiction of your family moving the fuck over and letting me get to work on time?

Even though you read much Zen literature, you must read each sentence with a fresh mind. You should not say, “I know what Zen is,” or “I have attained enlightenment.” This is also the real secret of the arts: always be a beginner.” - “When you are sitting in the middle of your own problem, which is more real to you: your problem or you yourself? The awareness that you are here, right now, is the ultimate fact. ” - “Knowing that your life is short, to enjoy it day after day, moment after moment, is the life of “form is form and emptiness is emptiness.” - “You may feel as if you are doing something special, but actually it is only the expression of your true nature; it is the activity which appeases your inmost desire. But as long as you think you are practicing zazen for the sake of something, that is not true practice.” - “The most important thing is to forget all gaining ideas, all dualistic ideas. In other words, just practice zazen in a certain posture.

The lesson here is very simple. But it is striking how often it is overlooked. We are so caught in the myths of the best and the brightest and the self-made that we think outliers spring naturally from the earth. We look at the young Bill Gates and marvel that our world allowed that thirteen-year-old to become a fabulously successful entrepreneur. But that’s the wrong lesson. Our world only allowed one thirteen-year-old unlimited access to a time-sharing terminal in 1968. If a million teenagers had been given the same opportunity, how many more Microsofts would we have today? To

By claiming to be something more than the economic, the political is obliged to base itself on categories other than production and consumption. To repeat: it is curious that the capitalist entrepreneur and the socialist proletarian are of one accord in considering the political's assumption a presumption and, from the standpoint of their economic thinking, regarding the dominance of politicians as immaterial.

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.

…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.

Or as billionaire entrepreneur Richard Branson said far more colorfully in an interview: “I don’t know why the tie was ever invented … now everyone looks the same and dresses the same. I often have a pair of scissors in my top pocket to go cutting people’s ties off. I do think that ties most likely are still inflicted on people because the bosses, they had to wear it for 40 years and when they get into positions of responsibility they’re damned if they’re going to not have the next generation suffer.

we tend to think that innovation comes from bureaucratic funding, through planning, or by putting people through a Harvard Business School class by one Highly Decorated Professor of Innovation and Entrepreneurship (who never innovated anything) or hiring a consultant (who never innovated anything). This is a fallacy—note for now the disproportionate contribution of uneducated technicians and entrepreneurs to various technological leaps, from the Industrial Revolution to the emergence of Silicon Valley, and you will see what I mean.

Writers have come to master nearly every trade. They are inventors and entrepreneurs of character, plot, and dialogue. They are the eager scientists that can’t wait to try out their new experiment. They are the maestros of the symphony that plays in their head, conducting what happens, where, and at what precise moment. They are engineers and architects that design the structure of their piece so it stands the test of time and continues to fire on all cylinders. They play mechanics and doctors in their revisions, hoping they prescribe the correct diagnosis to fix the piece’s 'boo boos'. They are salesmen who pitch not an idea or a product, but themselves, to editors, publishers, and more importantly, their readers. They are teachers who through their craft, preach to pupils about what works and what doesn’t work and why. Writers can make you feel, can make you think, can make you wonder, but they can also grab your hand and guide you through their maze. Similar to what Emerson stated in 'The Poet,' writers possess a unique view on life, and with their revolving eye, they attempt to encompass all. I am a writer.

Throw in the valley’s rich history of computer science breakthroughs, and you’ve set the stage for the geeky-hippie hybrid ideology that has long defined Silicon Valley. Central to that ideology is a wide-eyed techno-optimism, a belief that every person and company can truly change the world through innovative thinking. Copying ideas or product features is frowned upon as a betrayal of the zeitgeist and an act that is beneath the moral code of a true entrepreneur. It’s all about “pure” innovation, creating a totally original product that generates what Steve Jobs called a “dent in the universe.” Startups that grow up in this kind of environment tend to be mission-driven. They start with a novel idea or idealistic goal, and they build a company around that. Company mission statements are clean and lofty, detached from earthly concerns or financial motivations.

Is it weird that when I see a cool t shirt or pick up a toothbrush or see a new car I don't think about the product itself? I think about the thousands of people and dollars to make it. I think about how the retailer that took the risk to buy and resell it. Then I work backwards to the store costs, the distributer who got it there, the shipping company that brought it over from China, the factory workers that made it, the people that sourced the materials and the people that harvested the raw materials, and on and on.. . The global economy is amazing. Your $20 t-shirt is a freaking miracle.

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.

Optimists Optimism is normal, but some fortunate people are more optimistic than the rest of us. If you are genetically endowed with an optimistic bias, you hardly need to be told that you are a lucky person—you already feel fortunate. An optimistic attitude is largely inherited, and it is part of a general disposition for well-being, which may also include a preference for seeing the bright side of everything. If you were allowed one wish for your child, seriously consider wishing him or her optimism. Optimists are normally cheerful and happy, and therefore popular; they are resilient in adapting to failures and hardships, their chances of clinical depression are reduced, their immune system is stronger, they take better care of their health, they feel healthier than others and are in fact likely to live longer. A study of people who exaggerate their expected life span beyond actuarial predictions showed that they work longer hours, are more optimistic about their future income, are more likely to remarry after divorce (the classic “triumph of hope over experience”), and are more prone to bet on individual stocks. Of course, the blessings of optimism are offered only to individuals who are only mildly biased and who are able to “accentuate the positive” without losing track of reality. Optimistic individuals play a disproportionate role in shaping our lives. Their decisions make a difference; they are the inventors, the entrepreneurs, the political and military leaders—not average people. They got to where they are by seeking challenges and taking risks. They are talented and they have been lucky, almost certainly luckier than they acknowledge. They are probably optimistic by temperament; a survey of founders of small businesses concluded that entrepreneurs are more sanguine than midlevel managers about life in general. Their experiences of success have confirmed their faith in their judgment and in their ability to control events. Their self-confidence is reinforced by the admiration of others. This reasoning leads to a hypothesis: the people who have the greatest influence on the lives of others are likely to be optimistic and overconfident, and to take more risks than they realize.

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.

The cultural Left has contributed to the formation of this politically useless unconscious not only by adopting “power” as the name of an invisible, ubiquitous, and malevolent presence, but by adopting ideals which nobody is yet able to imagine being actualized. Among these ideals are participatory democracy and the end of capitalism. Power will pass to the people, the Sixties Left believed only when decisions are made by all those who may be affected by the results. This means, for example, that economic decisions will be made by stakeholders rather than by shareholders, and that entrepreneurship and markets will cease to play their present role. When they do, capitalism as we know it will have ended, and something new will have taken its place. […] Sixties leftists skipped lightly over all the questions which had been raised by the experience of non market economies in the so-called socialist countries. They seemed to be suggesting that once we were rid of both bureaucrats and entrepreneurs, “the people” would know how to handle competition from steel mills or textile factories in the developing world, price hikes on imported oil, and so on. But they never told us how “the people” would learn how to do this. The cultural Left still skips over such questions. Doing so is a consequence of its preference for talking about “the system” rather than about specific social practices and specific changes in those practices. The rhetoric of this Left remains revolutionary rather than reformist and pragmatic. Its insouciant use of terms like “late capitalism” suggests that we can just wait for capitalism to collapse, rather than figuring out what, in the absence of markets, will set prices and regulate distribution. The voting public, the public which must be won over if the Left is to emerge from the academy into the public square, sensibly wants to be told the details. It wants to know how things are going to work after markets are put behind us. It wants to know how participatory democracy is supposed to function. The cultural Left offers no answers to such demands for further information, but until it confronts them it will not be able to be a political Left. The public, sensibly, has no interest in getting rid of capitalism until it is offered details about the alternatives. Nor should it be interested in participatory democracy –– the liberation of the people from the power of technocrats –– until it is told how deliberative assemblies will acquire the same know-how which only the technocrats presently possess. […] The cultural Left has a vision of an America in which the white patriarchs have stopped voting and have left all the voting to be done by members of previously victimized groups, people who have somehow come into possession of more foresight and imagination than the selfish suburbanites. These formerly oppressed and newly powerful people are expected to be as angelic as the straight white males were diabolical. If I shared this expectation, I too would want to live under this new dispensation. Since I see no reason to share it, I think that the left should get back into the business of piecemeal reform within the framework of a market economy. This was the business the American Left was in during the first two-thirds of the century. Someday, perhaps, cumulative piecemeal reforms will be found to have brought about revolutionary change. Such reforms might someday produce a presently unimaginable non market economy, and much more widely distributed powers of decision making. […] But in the meantime, we should not let the abstractly described best be the enemy of the better. We should not let speculation about a totally changed system, and a totally different way of thinking about human life and affairs, replace step-by-step reform of the system we presently have.

Musk’s insistence on explaining the early origins of his passion for electric cars, solar energy, and rockets can come off as insecure. It feels as if Musk is trying to shape his life story in a forced way. But for Musk, the distinction between stumbling into something and having intent is important. Musk has long wanted the world to know that he’s different from the run-of-the-mill entrepreneur in Silicon Valley. He wasn’t just sniffing out trends, and he wasn’t consumed by the idea of getting rich. He’s been in pursuit of a master plan all along. “I really was thinking about this stuff in college,” he said. “It is not some invented story after the fact. I don’t want to seem like a Johnny-come-lately or that I’m chasing a fad or just being opportunistic. I’m not an investor. I like to make technologies real that I think are important for the future and useful in some sort of way.

Large or small, our actions forge our futures, hopefully inspiring others along the way. Entrepreneurs must love what they do to such a degree that doing it is worth sacrifice and, at times, pain. But doing anything else, we think, would be unimaginable. In times of adversity and change, we really discover who we are and what we’re made of. Effective leaders share two intertwined attributes: an unbridled level of confidence about where their organizations are headed, and the ability to bring people along. Fixing moments, like mopping a dirty floor, only provides short-term satisfaction. But take the time to understand the cause of the problem—like how to keep a floor from getting so dirty in the first place—solves, and maybe eliminates, a problem. How leaders embody the values they espouse sets a tone, an expectation, that guides their employees’ behaviors. While I would not want to constantly battle against the odds, the raw feeling of accomplishing something that others did not think possible, or leading people beyond where they thought they could go, is extremely gratifying.

In every potential sponsor’s eyes, I was a nobody. And soon I had notched up more rejection letters than is healthy for any one man to receive. I tried to think of an entrepreneur and adventurer that I admired, and I kept coming back to Sir Richard Branson, the founder of Virgin. I wrote to him once, then I wrote once more. In all, I sent twenty-three letters. No response. Right, I thought, I’ll find out where he lives and take my proposal there myself. So I did precisely that, and at 8:00 P.M. one cold evening, I rang his very large doorbell. A voice answered the intercom, and I mumbled my pitch into the speakerphone. A housekeeper’s voice told me to leave the proposal--and get lost. It’s not clear quite what happened next: I assume that whoever had answered the intercom meant just to switch it off, but instead they pressed the switch that opened the front door. The buzzing sound seemed to last forever--but it was probably only a second or two. In that time I didn’t have time to think, I just reacted…and instinctively nudged the door open. Suddenly I found myself standing in the middle of Sir Richard Branson’s substantial, marble-floored entrance hall. “Uh, hello!” I hollered into the empty hall. “Sorry, but you seem to have buzzed the door open,” I apologized to the emptiness. The next thing I knew, the housekeeper came flying down the stairs, shouting at me to leave. I duly dropped the proposal and scarpered. The next day, I sent around some flowers, apologizing for the intrusion and asking the great man to take a look at my proposal. I added that I was sure, in his own early days, he would probably have done the same thing. I never got a reply to that one, either.

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.

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.

While a 10x improvement is gargantuan, Teller has very specific reasons for aiming exactly that high. “You assume that going 10x bigger is going to be ten times harder,” he continues, “but often it’s literally easier to go bigger. Why should that be? It doesn’t feel intuitively right. But if you choose to make something 10 percent better, you are almost by definition signing up for the status quo—and trying to make it a little bit better. That means you start from the status quo, with all its existing assumptions, locked into the tools, technologies, and processes that you’re going to try to slightly improve. It means you’re putting yourself and your people into a smartness contest with everyone else in the world. Statistically, no matter the resources available, you’re not going to win. But if you sign up for moonshot thinking, if you sign up to make something 10x better, there is no chance of doing that with existing assumptions. You’re going to have to throw out the rule book. You’re going to have to perspective-shift and supplant all that smartness and resources with bravery and creativity.” This perspective shift is key. It encourages risk taking and enhances creativity while simultaneously guarding against the inevitable decline. Teller explains: “Even if you think you’re going to go ten times bigger, reality will eat into your 10x. It always does. There will be things that will be more expensive, some that are slower; others that you didn’t think were competitive will become competitive. If you shoot for 10x, you might only be at 2x by the time you’re done. But 2x is still amazing. On the other hand, if you only shoot for 2x [i.e., 200 percent], you’re only going to get 5 percent and it’s going to cost you the perspective shift that comes from aiming bigger.” Most critically here, this 10x strategy doesn’t hold true just for large corporations. “A start-up is simply a skunk works without the big company around it,” says Teller. “The upside is there’s no Borg to get sucked back into; the downside is you have no money. But that’s not a reason not to go after moonshots. I think the opposite is true. If you publicly state your big goal, if you vocally commit yourself to making more progress than is actually possible using normal methods, there’s no way back. In one fell swoop you’ve severed all ties between yourself and all the expert assumptions.” Thus entrepreneurs, by striving for truly huge goals, are tapping into the same creativity accelerant that Google uses to achieve such goals. That said, by itself, a willingness to take bigger risks

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.