Micro Business Quotes

Once poverty is gone, we'll need to build museums to display its horrors to future generations. They'll wonder why poverty continued so long in human society - how a few people could live in luxury while billions dwelt in misery, deprivation and despair.

The challenge I set before anyone who condemns private-sector business is this: If you are a socially conscious person, why don't you run your business in a way that will help achieve social objectives?

Through life and programmed decomposition - shelter becomes organism, and organism becomes shelter as it holds the potential to promote the health of natural resource cycles by such means as promoting soil micro-organisms and providing nutrients for growing buildings.

Transitioning a company from present state to future state is not just about the company at large, but also about every single employee and customer and partner also transitioning from present state to future state. We have to consider the macro and the micro if the transition is going to be successful.

The system we have built refuses to recognize people. Only credit cards are recognized. Drivers' licenses are recognized. But not people. People haven't any use for faces anymore, it seems. They are busy looking at your credit card, your driver's licence, your social security number. If a driver's licence is more reliable than the face I wear, then why do I have a face?

You are your own business, so micro manage it as though your life depended on it, because it does.

At some point, we may come to experience the collapse of trends in their entirety, replaced by the constant emergence of a multitude of micro-trends. Welcome to the end of trends.

What matters most to him are micro factors, as opposed to the macro factors that so often get all the attention. He loves to know all the details of a business.

These partygoers hadn’t been the cool kids growing up. They’d spent their adolescence buried in art books, scrawling poems into steno pads during recess, living full stories in their heads. Distracted by their artistic micro-obsessions, many forgot to learn how to engage with the world. They were too busy studying life, storing up their notes to use later in a novel, a song, a script, a painting. They were observers, not joiners.

We need to recognize the real human being and his or her multifaceted desires. In order to do that, we need a new type of business that pursues goals other than making personal profit—a business that is totally dedicated to solving social and environmental problems. In

It takes a lot of intelligence to see “I am stupid.” The difference between a stupid person and an intelligent one is that an intelligent person knows he is stupid, but an idiot does not. Look at it in terms of existence and you. If you look at with what organization, capability and certainty a simple ant is conducting its life, you will see that you are quite stupid. Have you seen, even a simple ant – such a tiny thing – is dead sure of what he wants with his life. He knows what to eat, what not to eat, what is nourishing for him, what is not. He does not read that micro-print on the back of the package. He just knows what he wants.

Goals Must Have a Time Limit Goals without a time limit are unable to be broken down into micro goals to measure your progress, to observe your traction. You might say, “I want to write a book.” Great, when? In twenty years? In twenty months? If you don’t put a deadline on the goal it will never happen and you will get to eat the bitter fruit of regret.

Other new institutions, such as the National Recovery Administration, did damage. The NRA’s mandate mistook macroeconomic problems for micro problems—it sought to solve the monetary challenge through price setting. NRA rules were so stringent they perversely hurt businesses. They frightened away capital, and they discouraged employers from hiring workers. Another problem was that laws like that which created the NRA—and Roosevelt signed a number of them—were so broad that no one knew how they would be interpreted. The resulting hesitation in itself arrested growth.

We had come to see the work of Wedco, a small bank – micro-finance institution is the formal term – that has been one of CARE’s great success stories in the region. Wedco began in 1989 with the idea of making small loans to groups of ladies, generally market traders, who previously had almost no access to business credit. The idea was that half a dozen or so female traders would form a business club and take out a small loan, which they would apportion among themselves, to help them expand or improve their businesses. The idea of having a club was to spread the risk. It seemed a slightly loopy idea to many to focus exclusively on females, but it has been a runaway success.

Still, it became a big challenge to train our bank workers to overcome opposition from political and religious leaders without endangering their safety and that of the women they were serving. We tried a variety of techniques, and after a few years we learned that our staff members should quietly go about their business in one tiny corner of the village. If just a handful of desperate women make a leap of faith and join Grameen, everything changes. They get their money, start to earn additional income, and nothing terrible happens to them. Others begin to show interest. We find that borrowing groups form quickly after the initial period of resistance. When the ice finally breaks, women who originally said no to us begin to say, “Why not? I need money, too. In fact, I need the money more desperately than those who already joined. And I can make better use of it!” Gradually people come to accept us, and opposition dies off. But in every new village, it is a battle to begin. After

Yet of the countless articles, books and so-called lifehacks about productivity I’ve read (or written!), the only “trick” that has ever truly and consistently worked is both the simplest and the most difficult to master: just getting started. Enter micro-progress. Pardon the gimmicky phrase, but the idea goes like this: For any task you have to complete, break it down into the smallest possible units of progress and attack them one at a time. ... My favorite expansion of this concept is in this post by James Clear. In it, he uses Newton’s laws of motion as analogies for productivity. To wit, rule No. 1: “Objects in motion tend to stay in motion. Find a way to get started in less than two minutes.” ... And it’s not just gimmicky phrases and so-called lifehacking: Studies have shown that you can trick your brain into increasing dopamine levels by setting and achieving, you guessed it, micro-goals. Going even further, success begets success. In a 2011 Harvard Business Review article, researchers reported finding that “ordinary, incremental progress can increase people’s engagement in the work and their happiness during the workday.

4. What does your group think about similar products on the market? If you have a group of products you’re thinking about focusing on, you can start to identify “holes” in the marketplace by listening to what people are already saying. Read customer reviews and look at internet forums. You can also start vetting your idea by posting about it online. My buddy Moiz tried using Tom’s natural deodorant, and he hated it for a simple reason: It didn’t work. He thought, I wonder if I could do this better. So he started asking questions on online forums, getting feedback from other natural yuppies like him. From the response, he knew there was interest. He did a $500 round of prototypes and sold out immediately. That was the beginning of Native Deodorant, which was later acquired by Procter & Gamble for $100 million. It took Moiz only eighteen months to go from a $500 prototype to a million-dollar brand (and it sold for nine figures!). 5. Where does your person hang out with others? With an idea of what we might sell, we can start to think about where our first customers might come from. It’s much easier to make sales when you can drop your product in front of a group of your ideal people. Does your target customer listen to specific podcasts? Do they follow certain influencers? Do they belong to specific groups? Do they read certain blogs? Brainstorm where your ideal customer focuses his or her attention, and you will quickly know where to put your product in front of them. In the next chapters, you will also learn how to develop a micro-audience that is ready to buy your product from you. I also like to write down the names of ten friends who will get excited about a product because your ideal customers know other people just like them.

In the future that globalists and feminists have imagined, for most of us there will only be more clerkdom and masturbation. There will only be more apologizing, more submission, more asking for permission to be men. There will only be more examinations, more certifications, mandatory prerequisites, screening processes, background checks, personality tests, and politicized diagnoses. There will only be more medication. There will be more presenting the secretary with a cup of your own warm urine. There will be mandatory morning stretches and video safety presentations and sign-off sheets for your file. There will be more helmets and goggles and harnesses and bright orange vests with reflective tape. There can only be more counseling and sensitivity training. There will be more administrative hoops to jump through to start your own business and keep it running. There will be more mandatory insurance policies. There will definitely be more taxes. There will probably be more Byzantine sexual harassment laws and corporate policies and more ways for women and protected identity groups to accuse you of misconduct. There will be more micro-managed living, pettier regulations, heavier fines, and harsher penalties. There will be more ways to run afoul of the law and more ways for society to maintain its pleasant illusions by sweeping you under the rug. In 2009 there were almost five times more men either on parole or serving prison terms in the United States than were actively serving in all of the armed forces.[64] If you’re a good boy and you follow the rules, if you learn how to speak passively and inoffensively, if you can convince some other poor sleepwalking sap that you are possessed with an almost unhealthy desire to provide outstanding customer service or increase operational efficiency through the improvement of internal processes and effective organizational communication, if you can say stupid shit like that without laughing, if your record checks out and your pee smells right—you can get yourself a J-O-B. Maybe you can be the guy who administers the test or authorizes the insurance policy. Maybe you can be the guy who helps make some soulless global corporation a little more money. Maybe you can get a pat on the head for coming up with the bright idea to put a bunch of other guys out of work and outsource their boring jobs to guys in some other place who are willing to work longer hours for less money. Whatever you do, no matter what people say, no matter how many team-building activities you attend or how many birthday cards you get from someone’s secretary, you will know that you are a completely replaceable unit of labor in the big scheme of things.

Hierarchical power structures are falling –replaced by unilateral workplaces and online niche micro-businesses. Technological advances, combined with growing public awareness, will ensure power that has been withheld will be shared as a universal human right. And instead of seeing divinity as something external, more of us are becoming aware of the eternal consciousness within, and awakening our consciousness by practicing energy raising, healing, and manifestation techniques.

What gets in the way of your life unfolding the way you want it to? When we drill down to uncover the answer, we usually find that the obstacle isn’t something external like a tough schedule or a busy job; it comes down to the micro-moments when they are faced with choosing between doing something supportive for themselves or doing something sabotaging, and they find themselves doing the latter.

I felt more and more ill at ease: people had often spoken to me about show business, media projects, and micro-sociology; but art, never, and I was filled with the presentiment of something novel, dangerous, and probably fatal, from a domain where there was — a bit like in love — almost nothing to win and almost everything to lose.

Atoms, elements and molecules are three important knowledge in Physics, chemistry and Biology. mathematics comes where counting starts, when counting and measurement started, integers were required. Stephen hawking says integers were created by god and everything else is work of man. Man sees pattern in everything and they are searched and applied to other sciences for engineering, management and application problems. Physics, it is required understand the physical nature or meaning of why it happens, chemistry is for chemical nature, Biology is for that why it happened. Biology touch medicine, plants and animals. In medicine how these atoms, elements and molecules interplay with each other by bondage is being explained. Human emotions and responses are because of biochemistry, hormones i e anatomy and physiology. This physiology deals with each and every organs and their functions. When this atom in elements are disturbed whatever they made i e macromolecules DNA, RNA and Protein and other micro and macro nutrients and which affects the physiology of different organs on different scales and then diseases are born because of this imbalance/ disturb in homeostasis. There many technical words are there which are hard to explain in single para. But let me get into short, these atoms in elements and molecules made interplay because of ecological stimulus i e so called god. and when opposite sex meets it triggers various responses on body of each. It is also harmone and they are acting because of atoms inside elements and continuous generation or degenerations of cell cycle. There is a god cell called totipotent stem cell, less gods are pluripotent, multi potent and noni potent stem cells. So finally each and every organ system including brain cells are affected because of interplay of atoms inside elements and their bondages in making complex molecules, which are ruled by ecological stimulus i e god. So everything is basically biology and medicine even for animals, plants and microbes and other life forms. process differs in each living organisms. The biggest mystery is Brain and DNA. Brain has lots of unexplained phenomenon and even dreams are not completely understood by science that is where spiritualism/ soul touches. DNA is long molecule which has many applications as genetic engineering. genomics, personal medicine, DNA as tool for data storage, DNA in panspermia theory and many more. So everything happens to women and men and other sexes are because of Biology, Medicine and ecology. In ecology every organisms are inter connected and inter dependent. Now physics - it touch all technical aspects but it needs mathematics and statistics to lay foundation for why and how it happened and later chemistry, biology also included inside physics. Mathematics gave raise to computers and which is for fast calculation on any applications in any sciences. As physiological imbalances lead to diseases and disorders, genetic mutations, again old concept evolution was retaken to understand how new biology evolves. For evolution and disease mechanisms, epidemiology and statistics was required and statistics was as a data tool considered in all sciences now a days. Ultimate science is to break the atoms to see what is inside- CERN, but it creates lots of mysterious unanswerable questions. laws in physics were discovered and invented with mathematics to understand the universe from atoms. Theory of everything is a long search and have no answers. While searching inside atoms, so many hypothesis like worm holes and time travel born but not yet invented as far as my knowledge. atom is universe, and humans are universe they have everything that universe has. ecology is god that affects humans and climate. In business these computerized AI applications are trying to figure out human emotions by their mechanism of writing, reading, texting, posting on social media and bla bla. Arts is trying to figure out human emotions in art way.

Chinese people think from macro to micro, whereas Western people think from micro to macro. For example, when writing an address, the Chinese write in sequence of province, city, district, block, gate number. The Westerners do just the opposite—they start with the number of a single house and gradually work their way up to the city and state. In the same way, Chinese put the surname first, whereas the Westerners do it the other way around. And Chinese put the year before month and date. Again, it’s the opposite in the West.

The finding that real networks are rapidly evolving dynamical systems had catapulted the study of complex networks into the arms of physicists as well. Perhaps we are in for yet another such cultural shift. Indeed, Bianconi's mapping indicated that in terms of the laws governing their behavior, networks and a Bose gas are identical. Some feature of complex networks bridges the micro- and macroworld, with consequences as intriguing as the bridge's very existence. The most important prediction resulting from this mapping is that some networks can undergo Bose-Einstein condensation. The consequences of this prediction can be understood without knowing anything about quantum mechanics: It is, simply, that in some networks the winner can take all. Just as in a Bose-Einstein condensate all particles crowd into the lowest energy level, leaving the rest of the energy levels unpopulated, in some networks the fittest node could theoretically grab all the links, leaving none for the rest of the nodes. The winner takes all.

The problems, though, seemed to Wences only like more evidence of why Bitcoin was necessary. In the current system, financial institutions were given the power to determine what sorts of businesses could live and die. His vision for what Bitcoin could do had remained steady. While others were talking about micro-payments and smart contracts, he was still fixated on the idea of a digital gold that people anywhere in the world could hold without requiring any permission from anyone. This was still the kid who had grown up in Argentina, watching his family look for a place that was more secure and reliable than the peso to store their savings.

Sitting through a classroom lecture is painful for most people most of the time. We all know this, yet so many deny it or view it as a personal failing. When human beings are required to sit and listen, we squirm. We watch the clock tick slowly. Minutes can seem like hours. We escape into our own head. We invent activities to either occupy or numb ourselves. The most talented classroom sitters create micro-tasks to busy their hands and the other 80 percent of their minds. The pain is cumulative. The first hour of lecture in a day is bearable. The second is hard. The third is white-hot excruciating. The highly engaging presenter who periodically arises in the classroom does little to soften the physiological impact of the subsequent dull one. This reality goes beyond a power thing, or even an interest thing, or a quality of the teacher thing. Even when corporate leaders and heads of state attend highly relevant daylong events at which they listen to the highest-tier speakers, they are suppressing their own body ticks 90 minutes into the lecture. The lunch break becomes an oasis. Students are psychologically ravished daily by this onslaught. And it is costly on all involved—teachers, administrators, parents, siblings. Although this recommendation subverts most industrial business and logistics models, 2 non-adjacent hours of lecture a day should be the greatest number for any institution or program. And the most successful will have even less than that. This requires an alternative approach.

In a country where less than 1% of the population farms, increasing food production in suburban landscapes would increase national food security.

...what I have found... is that I’m more alive and engaged with the edible landscape. For example, when the strawberries, cherries, or black raspberries ripen, it is an exciting moment! Nothing about a lawn is that exciting.

Your top priority needs to be—first and foremost—eating fresh, chemical-free produce and keeping your busy family healthy.

You might be micro-managing other's workflow to the point where your department heads feel they are unnecessary. 

This may be difficult for a hands-on boss to do, so we recommend weaning yourself from the process gradually, and letting go of small tasks at first, then some of the larger responsibilities you've been carrying to one of your competent managers. Resist the urge to micro-manage, and you'll be more than pleased with the resulting freedom you are giving yourself.  That is what's known as working smart!

Mexican micro-lending entrepreneur Carlos Danel expanded on the theme. His business, Gentera, has thrived by working out that “those excluded are not the problem but realising there’s an opportunity to serve them.” He added: “Technology provides advantages that can lower costs and enable us to provide products and services that matter to the people who don’t seem to matter to society. And that’s beyond financial services – into education and elsewhere.” Which, Danel believes, is why business was created in the first place – to serve. A message that seemed to get lost somewhere in the worship of profit.

Micro-learning or bite-sized courses are an emerging trend in the online education industry. Adapting to the shortening attention span of today’s audience, services try to wedge between busy schedules and teach people something new, even though it’s not always about academic disciplines or college-level knowledge.

I nostri cinque peccati che scoraggiano ricerca e innovazione Dalla politica all’università, il sistema italiano continua a ostacolare l’economia della conoscenza Start-up al palo Dai laboratori al business: in Italia è ancora difficile riuscire a trasferire le scoperte teoriche nell’industria Riccardo Viale | 831 parole Da quando è stato introdotto il concetto di economia e di società della conoscenza, come importante elemento delle politiche pubbliche, si è iniziato ad analizzare l’insieme delle condizioni di contorno - le «framework condition» - in grado di stimolare o di ostacolare lo sviluppo di questo modello. La strategia di Lisbona del 2000 aveva lo scopo di rendere l’Europa l’area più competitiva a livello mondiale proprio come economia e società della conoscenza. Oggi abbiamo i risultati: in media c’è stato un arretramento, secondo la maggior parte degli indicatori, rispetto ai principali concorrenti internazionali. E l’Italia? Come si può immaginare, non ha realizzato alcun serio passo in avanti: non solo per le condizioni dirette (come finanziamento alla ricerca, numero di ricercatori e di brevetti, indici bibliometrici o rapporto università-impresa), ma per le «framework conditions». Ma più che dare dati vorrei riferirmi ad una serie di situazioni tipiche, ragionando con il modello degli incentivi dal macro al micro. Per mostrare come la dinamica sociale ed economica italiana sia intrisa di incentivi negativi. La logica del breve termine Innanzitutto, a livello di sistema politico e di governo nazionale e regionale, gli obiettivi dell’economia e della società della conoscenza sono in genere percepiti di medio e lungo termine. Di conseguenza, in un Paese che vive lo «shortermismo» della logica emergenziale, nulla è più marginale del sistema della Ricerca&Sviluppo. Questo «bias», d’altra parte, non è solo italiano, se si considera la recente scelta di Juncker di indebolire il fondo «Horizon 2020» per potenziare quello di stimolo immediato all’economia. Seconda tipologia. Le università italiane sono fuori da tutte le graduatorie internazionali. Anche le migliori, come il Politecnico di Milano e Torino o la Bocconi, sono a metà classifica. Si sa che uno degli strumenti prioritari per stimolare l’eccellenza e la diversificazione accademica è la «premialità economica» dei migliori atenei, secondo un sistema simile a quello del «Rae» britannico: lasciando da parte il problema del mediocre sistema italiano della valutazione, mentre in Gran Bretagna l’incentivo economico arriva a un terzo del finanziamento pubblico, da noi si ferma a molto meno (anche se dai tempi del ministro Moratti si vede un certo progresso). Non esiste, quindi, un sufficiente effetto incentivante di tipo meritocratico sulla produzione di conoscenza. Terza tipologia. Anni fa, in Lombardia, una multinazionale della telefonia aveva proposto un centro di ricerca avanzato. Ciò avrebbe consentito una collaborazione con i centri di ricerca già presenti nel territorio, in primis il Politecnico di Milano. Cosa successe dopo? Una lista di problemi, ostacoli ed incoerenze tipiche della pubblica amministrazione. Tutto questo era in contrasto con il programma dell’azienda, che decise di trasferire il progetto in un altro Paese. Quarta tipologia. Spesso si parla di sostenere le nuove idee per garantire la nascita di start-up ed imprese innovative. Ma quale incentivo può avere un ingegnere o un biochimico a creare una «newcom», quando è quasi impossibile trovare il «seed money» (quello per le fasi iniziali) nelle banche ed è quasi inesistente il capitale di rischio del venture capital, mentre non si ha la possibilità di valorizzare finanziariamente una start-up a livello di Borsa, dato che manca, in Italia ma anche in Europa, un analogo del Nasdaq? La crisi del fund raising Infine - quinta ed ultima (tra le molte) tipologia di disincentivi - è la capacità di «fund raising» per la ricerca dei

Almost unnoticed, in the niches and hollows of the market system, whole swathes of economic life are beginning to move to a different rhythm. Parallel currencies, time banks, cooperatives and self-managed spaces have proliferated, barely noticed by the economics profession, and often as a direct result of the shattering of old structures after the 2008 crisis. New forms of ownership, new forms of lending, new legal contracts: a whole business subculture has emerged over the past ten years, which the media has dubbed the ‘sharing economy’. Buzzterms such as the ‘commons’ and ‘peer-production’ are thrown around, but few have bothered to ask what this means for capitalism itself. I believe it offers an escape route – but only if these micro-level projects are nurtured, promoted and protected by a massive change in what governments do. This must in turn be driven by a change in our thinking about technology, ownership and work itself. When we create the elements of the new system we should be able to say to ourselves and others: this is no longer my survival mechanism, my bolt-hole from the neoliberal world, this is a new way of living in the process of formation. In the old socialist project, the state takes over the market, runs it in favour of the poor instead of the rich, then moves key areas of production out of the market and into a planned economy. The one time it was tried, in Russia after 1917, it didn’t work. Whether it could have worked is a good question, but a dead one. Today the terrain of capitalism has changed: it is global, fragmentary, geared to small-scale choices, temporary work and multiple skill-sets. Consumption has become a form of self-expression – and millions of people have a stake in the finance system that they did not have before. With the new terrain, the old path is lost. But a different path has opened up. Collaborative production, using network technology to produce goods and services that work only when they are free, or shared, defines the route beyond the market system. It will need the state to create the framework, and the postcapitalist sector might coexist with the market sector for decades. But it is happening." (from "PostCapitalism: A Guide to Our Future" by Paul Mason)

UNITED GHANA AGENDA Bill Gate assisted in discovering Microsoft a window that connects the world to an interactive SocialMedia Networking to sell,market and trade their uniqueness to the world for profits . Though MicroHard has being discovered,it seems Micro-Hard still plays same technological duties,Chief-Icons has discovered the Micro - Tough(trademark from Micro-Hard) Micro-Tough(M-H) will connect the world both offline and online on a unified interactive SocialMedia Networking to live in complete peace and unity with each other to make even huger profits and be granted the complete comfort to live ,enjoy and be Happy . Business Friendship when applied to our daily lives will reborn TRUST for greater things. United Ghana(Roadmap to Successful Globalization) is target but beyond the skies is the limit . Written and Endorsed, Icons-Gates Network, Chief-Icons

THE LIVING SKIN Summarising, it should be clear by now that the skin is anything but a mere expanse of leather covering the living body. It is itself a living organ of complex function and extraordinary activity. It has to combine many conflicting characteristics: mechanical strength with pliability and elasticity; durability to wear with a high degree of sensitivity; permeability to wastes being driven from the body and impermeability to poisons or micro-organisms seeking entry; regulation of the body's temperature while itself suffering extremes; absorption of beneficial forms of light and automatic adaptation to excessive amounts. In all these activities, it works best when kept busy, being subjected to all manner of variation and handling difficult situations. It is weakened by pampering, deadened by kindness and poisoned by attempts to “feed” it from without. It likes to meet the elements, in as natural and wholesale a form as possible, but welcomes them even in little civilised packets. When it throws waste out, it prefers to be done with it as completely and promptly as possible; it hates to be kept in a sour, greasy, stale atmosphere, held against it by close- fitting, non- porous clothing. It loves to have its surface scraped, scratched and 24

MICROS POS Systems offers innovative and customer-proven Point-Of-Sales solutions to suit all restaurant types like Fine-Dining, Takeaway, Casual-Dining, Lounges, and Bakery. It is preferred by leading brands in the hospitality business and accredited by successful proprietors and managers of restaurants and bars.

Embrace 'Micro-wellness' at work. In the chaos of a busy workday, let five minutes of mindfulness be your oasis. Small moments of clarity can ignite a spark of creativity and focus.

Taking a Founder Retreat The two biggest things that have helped me in my journey as a founder are masterminds and founder retreats. Without those, I sincerely don’t think I would be as successful as I have been. My wife Sherry has a PhD in psychology. She started going on annual retreats after we had kids, where she got away for 48 or 72 hours without podcasts, movies, or books—just herself, a notebook, and silent reflection. When she first started taking retreats, it didn’t sound like my thing. I’m always listening to a podcast or an audiobook. I’m constantly working on the next project. But after seeing her come back from these retreats energized and focused, I decided to give it a try. I booked myself a hotel on the coast and drove out for the weekend with no radio, no project, no kids, and no distractions. Over the course of that two-and-a-half-hour drive, things began to settle. I started feeling everything I hadn’t had time to feel for the past year. In the silence, I had sudden realizations because I was finally giving them quiet time to emerge. During that retreat, it became obvious that my whole life had been about entrepreneurship. Ever since I was a kid, I have wanted to start a business. I’ve always been enamored with being an entrepreneur and the excitement of startups. I realized that I was coming to this decision of what to do next because of the idea of wanting to get away from the thing that had caused me to feel bad—as though startups were at fault rather than the decisions I made. At that time, my podcast had more than 400 episodes, which had been recorded over eight years. That wasn’t an accident. It existed because I loved doing it. I showed up every week even though it didn’t generate any revenue. During my retreat, I realized that being involved in the startup space is my life’s work. The podcast, my books and essays, MicroConf—all were part of my legacy. Instead of selling it off and striking out in a new direction, I decided to double down. Within a couple months, I launched TinySeed. Then I leaned into the next stage for MicroConf, where we transitioned from a community built around in-person events to an online and in-person community, plus mastermind matching, virtual events, funding, and mentorship. I also began working on this book. As a founder, it’s important to know yourself. Even if you started out with firm self-knowledge, the fast pace and pressure of bootstrapping a business—not to mention the pressures of the rest of your life—can make it difficult to see your path. A founder retreat is a way to reacquaint yourself with yourself every so often. After my first founder retreat nearly a decade ago, I started going on a retreat every six months. Now I do one a year, and it’s one of the most important things I do for myself, my business, and my family. If you’re considering a retreat, several years ago Sherry wrote an ebook called The Zen Founder Guide to Founder Retreats that explains exactly what questions to ask yourself, the four steps to ensuring you have a successful retreat, the list of tools she recommends bringing along, and how to translate your insights into action for the next year.

There are three clear benefits of being a part of a mastermind: Growth. By surrounding yourself with folks who can provide you with informed advice, qualified referrals, and critical constructive feedback on your failures in a safe space, you are setting yourself up with the resources and guidance you need to focus on growing your business. Hopefully there’s at least one other person on each call who has more experience in a specific area than you do. There are some things in my business that I’m pretty damn confident I’m good at. But I know I have blind spots in other areas. I can bring those things to my mastermind because they don’t have the same blind spots. Accountability. As many solo founders know, keeping yourself accountable with no outside forces can be challenging. During most mastermind meetings, there is a point in time when each member is in the hot seat, discussing past goals and their progress, setting new goals and tracking them, and reporting back to the other members with updates along the way. By asking your group to keep you accountable to your business, you’re also committing to holding them accountable. A good mastermind also forces you to look at your weaknesses. You can bring your weakest attributes in front of this small group of trusted individuals who know your story, your revenue, your growth rate, and all your foibles—personally and professionally. Your mastermind will tell you things that if your spouse said them, you’d ignore them. (Ask my wife about that.) Support. Humans are social beings. Napoleon Hill says that the convergence of two individual minds creates a third, invisible force that combines the strength of both of its components. When you share your vulnerabilities and successes with others, you magnify your own experience and make it the experience of those around you. The power that comes from those shared experiences can be just as compelling and empowering as your individual success. Three of my favorite entrepreneurial communities are Indie Hackers, the Dynamite Circle, and of course, MicroConf.

Macroeconomics deals with aggregate economic quantities, such as national output and national income. Macroeconomics has its roots in microeconomics, which deals with markets and decision making of individual economic units, including consumers and businesses. Microeconomics is a logical starting point for the study of economics.

The difference is simply this: A micro-manager doesn’t trust his people, and seeks to control every single detail and decision; he believes that ultimately only he will make the right choices. A personal-touch leader, on the other hand, trusts his people to make basically good choices; he respects their abilities.

farther than driving distance away. “Hello, I’m looking to buy a copy of Hellcat Ace.” “Hmm, I don’t think we carry that one—” “What?” he would fume. “What kind of computer store are you? Didn’t you see the review in Antic?” Then he would hang up in a huff, muttering about taking his business elsewhere. A week later he would call again, pretending to be somebody else. And a third time a week after that. He didn’t even have to call from different numbers, since caller ID was still as imaginary as Dick Tracy’s Apple Watch. Finally, on the fourth week, he’d use his professional voice. “Good afternoon, I’m a representative from MicroProse Software, and I’d like to show you our latest game, Hellcat Ace.” Spurred by the imaginary demand, they would invite him in. It seems utterly transparent in today’s marketing-savvy world, but in the era of mom-and-pop computer stores, it worked. Bill may very well have placed a call to every single outlet in the nation at that time, charming them with his energy and enthusiasm.

Take the focus you identified in step one and create a focus question. Here are a few examples: Imagine it’s two years from now and we have microinnovation happening at every level of the organization. What behaviors are we seeing at the executive, manager, and frontline level? What would it really mean for us to have an organization in which every employee was empowered and encouraged to be a true Customer Advocate? What behaviors would we see at the executive, manager, and frontline level? How do we get better at solving the most important problems impacting our business? What behaviors do we need to develop, encourage, and reward at the executive, manager, and frontline level? Notice that every one of these questions is focused on identifying behaviors. That’s vital to make this vision something you can clearly describe, train to, reinforce, observe, and measure.

When people spend their courage reserves just getting past the bad stuff, there’s no energy left for the courage your business needs most—creative problem solving and microinnovation

Your success depends on quickly incorporating the best ideas from across your business, on understanding what’s not working and how to make it better. But what if you never hear what’s working well and what’s broken?

A Microinnovator is the employee who consistently seeks out small but powerful ways to improve the business. She consistently wonders, “How can I make this easier, better, or faster?” Then she speaks up and shares what she’s learned.

A Problem Solver is the employee who cares about what’s not working and wants to make it better. He uncovers and speaks openly about what’s not working and thinks critically about how to fix it. Problem Solvers care about the business, treat it as their own, and focus on solutions.

When it comes to demonstrating results, there are two common problems leaders experience: blind trust and lost trust. Leaders who trust blindly assume that because everyone has understood and agreed, everything will happen as it should. They neglect to follow up because they get busy, they worry that inspecting conveys mistrust, or they don’t think they should have to follow up. Leaders who lose trust as they follow up typically focus exclusively on the numbers and neglect to lead the human beings on their team. A healthy Show will help your leaders avoid either of these problems and Galvanize the Genius you’ve worked so hard to build.

The Jacor story was all about seeing micro opportunities in macro events. In this case, the macro event was legislation similar to the impact of the Economic Recovery Tax Act of 1981 on NOLs. But I find implications for opportunity everywhere—in world events, economic news, and conversations. I’ve always been on the lookout for big-picture influencers and anomalies that will direct the course of industries and companies.

Studies show that the most effective business leaders are at their productive peak on the days when, even if they’ve faced some serious setbacks, they’ve actively engaged their mindset on the progress they’ve made. In so doing, they’ve inoculated themselves from the self-sabotaging influence of the brain’s negativity bias. One of the great keys to terrific performance, then, is to train your attention on making consistent 1% wins and micro-achievements throughout each hour of your workday. Small daily achievements, when done consistently over time, definitely do lead to stunning results. And by deliberately reflecting on the areas where you are moving ahead, you’ll insulate your ambition, guard your confidence and defeat the dangerous trickster of fear, so you get amazing feats done.

A goal without a plan is just a wish,” according to the French writer Antoine de Saint-Exupery.

micro-wins.’ Enhancing anything in your day, ranging from your morning routine to a thought pattern to a business skill to a personal relationship, by only 1% delivers at least a 30%—yes, 30%—elevation only a month from starting.

As leaders, what we do one-on-one impacts what we do in meetings and groups. How we think and behave on a micro level is reflected at the macro level. If we are intentional and mindful as individual leaders, that intentionality and mindfulness will reverberate throughout our companies, families, and entire lives. We can be more effective and more deliberate across situations and relationships.

We work with freelance, self-employed, micro and small businesses and offer an experienced accounting and bookkeeping service at a sensible price. The team collectively have a wide range of experience working with businesses from all sectors, ages and sizes, from self employed individuals to much larger corporate businesses and organizations. This experience and the knowledge we have gained is a real advantage and of great benefit to our clients.

Great leaders are not micro-managers. Leadership is about making big things happen.

Moteefee, a platform founded in 2015 and that currently has 2,500 micro-retailers and entrepreneurs, recently raised 4.5 million euros that will be used for further business expansion. According to PaySpace Magazine, Moteefe has raised €4.5 million in a Series A round led by Gresham House and Force Over Mass Capital. The platform for on-demand production of merchandise aims to use the money for further expansion worldwide. What is more, it plans to launch new products for large retailers and scale its operations. Moteefe enables influencers and retailers to create custom and personalized merchandise and then sell them around the world. The Dutch company takes care of the printing, the store, the payment, the customer service, and the fulfillment, charging a commission for every sale. In 2019, Moteefe was the UK’s fastest-growing e-commerce company with revenue growth of over 9,000 percent between 2015 and 2018.

Innovation accounting works in three steps: first, use a minimum viable product to establish real data on where the company is right now. Without a clear-eyed picture of your current status—no matter how far from the goal you may be—you cannot begin to track your progress. Second, startups must attempt to tune the engine from the baseline toward the ideal. This may take many attempts. After the startup has made all the micro changes and product optimizations it can to move its baseline toward the ideal, the company reaches a decision point. That is the third step: pivot or persevere. If the company is making good progress toward the ideal, that means it’s learning appropriately and using that learning effectively, in which case it makes sense to continue. If not, the management team eventually must conclude that its current product strategy is flawed and needs a serious change. When a company pivots, it starts the process all over again, reestablishing a new baseline and then tuning the engine from there. The sign of a successful pivot is that these engine-tuning activities are more productive after the pivot than before.

Smart endpoints and dumb pipes: Each microservice is developed for a well-defined scope. Once again, the best example is Netflix.42 Netflix started with a single monolithic web application called netflix.war in 2008, and later in 2012, as a solution to address vertical scalability concerns, they moved into a microservices-based approach, where they have hundreds of fine-grained microservices today. The challenge here is how microservices talk to each other. Since the scope of each microservice is small (or micro), to accomplish a given business requirement, microservices have to talk to each other. Each microservice would be a smart endpoint, which exactly knows how to process an incoming request and generate the response.

From his office on the 48th floor, Dimon makes the rounds every day to committee members who are in New York, stopping by for conversations lasting three or four minutes. Those outside New York are apt to get a short phone call. Although Dimon uses electronic communication, his preferred mode is personal and when possible face-to-face. He doesn’t waste time, but sees these micro-meetings as the most efficient way to following up on issues across the bank’s six business units.

While the macro- and the micro-evidence hold the promise of a business case, gender equality is not a magic bullet automatically leading to economic progress. This is why, at the end of the day, the case of gender equality must rest on a moral argument. It just is the right thing to do. Full stop.

Your success or failure is a compound of thousands (if not millions) of micro-failures and micro-successes.

MicroEnsure said to the telcos, “Spend three percent of your call time revenues on insurance, and we will increase those revenues by ten percent.” It works. The telcos are going out into the market and saying, “Give us your business, and we’ll give you free insurance

There are three key aspects of Bourdieu’s theory that are relevant to white fragility: field, habitus, and capital. Field is the specific social context the person is in—a party, the workplace, or a school. If we take a school as an example, there is the macro field of school as a whole, and within the school are micro fields—the teacher’s lounge, the staff room, the classroom, the playground, the principal’s office, the nurses’ office, the janitor’s supply room, and so on. Capital is the social value people hold in a particular field; how they perceive themselves and are perceived by others in terms of their power or status. For example, compare the capital of a teacher and a student, a teacher and a principal, a middle-class student and a student on free or reduced lunch, an English language learner and a native English speaker, a popular girl and an unpopular one, a custodian and a receptionist, a kindergarten teacher and a sixth-grade teacher, and so on. Capital can shift with the field, for example, when the custodian comes “upstairs” to speak to the receptionist—the custodian in work clothes and the receptionist in business attire—the office worker has more capital than does the maintenance person. But when the receptionist goes “down” to the supply room, which the custodian controls, to request more whiteboard markers, those power lines shift; this is the domain of the custodian, who can fulfill the request quickly or can make the transaction difficult. Notice how race, class, and gender will also be at play in negotiations of power. The custodian is most likely to be male, and the receptionist female; the custodian more likely a person of color and the receptionist more likely white. These complex and intersecting layers of capital are being negotiated automatically.

This obsession with producing outputs is strangling us. It’s why we spend countless hours prioritizing features, grooming backlogs, and micro-managing releases. The hard reality is that product strategy doesn’t happen in the solution space. Our customers don’t care about the majority of our feature releases. A solution-first mindset is good at producing output, but it rarely produces outcomes.

Moving forward, the key to fast growth is going very, very “micro.” The more specific an audience you can target, the faster you will grow. The more “niche” your products, the faster you will be able to release products and get to the first million. If you do that, you will be prepared for the next round of opportunities as they open up.

Thinking of small tiny improvements would be exhausting if not impossible from the leadership team. Hence it has to happen at micro level, at each team level to control their own product & their own destiny. They are the closest, they know more about it.