Momentum In Business Quotes

It's important to keep up momentum, when I'm home alone I get stagnant, I go crazy and have to see my therapist. Being on the road keeps me busy. I'm okay when I'm busy.

I once saw a spindly man carrying a stone larger than his head upon his back. He stumbled beneath the weight, shirtless under the sun, wearing only a loincloth. He tottered down a busy thoroughfare. People made way for him. Not because they sympathized with him, but because they feared the momentum of his steps. You dare not impede one such as this. The monarch is like this man, stumbling along, the weight of a kingdom on his shoulders. Many give way before him, but so few are willing to step in and help carry the stone. They do not wish to attach themselves to the work, lest they condemn themselves to a life full of extra burdens. I left my carriage that day and took up the stone, lifting it for the man. I believe my guards were embarrassed. One can ignore a poor shirtless wretch doing such labor, but none ignore a king sharing the load. Perhaps we should switch places more often. If a king is seen to assume the burden of the poorest of men, perhaps there will be those who will help him with his own load, so invisible, yet so daunting.

Seven Ways To Get Ahead in Business: 1. Be forward thinking 2. Be inventive, and daring 3. Do the right thing 4. Be honest and straight forward 5. Be willing to change, to learn, to grow 6. Work hard and be yourself 7. Lead by example

My advice was to start a policy of making reversible decisions before anyone left the meeting or the office. In a startup, it doesn’t matter if you’re 100 percent right 100 percent of the time. What matters is having forward momentum and a tight fact-based data/metrics feedback loop to help you quickly recognize and reverse any incorrect decisions. That’s why startups are agile. By the time a big company gets the committee to organize the subcommittee to pick a meeting date, your startup could have made 20 decisions, reversed five of them and implemented the fifteen that worked.

Autumn is a momentum of the natures golden beauty…, so the same it’s time to find your momentum of life

Small, repetitive, continuous actions, chained together, build momentous momentum

Next time you are overthinking and not taking action, tell yourself to prioritize taking action NOW and don’t worry about the HOW. After you do this ONCE, you quickly get momentum and it becomes easier and more natural.

If you are trying to get momentum in marketing, business, marriage, your physical condition, or your parenting, take your best focused intensity over time and multiply it by God for unstoppable momentum.

I am so tired of your crap. Do you honestly think you suffer more than everyone else? Do you think you suffer more than I do? Do you think you're the first person to ever have a baby? Or lose someone? Do you think you're some goddamned pioneer when it comes to grief?" Sadie shifted forward, and he could feel the momentum in their argument. He could feel the cruel thing she was about to say in response to the cruel thing he had said. But the cruel thing did not arrive. Disturbingly, she slumped forward, and started to weep. He watched her, but he did not go over to her. "Snap out of it, Sadie. Come to the office. We work through our pain. That's what we do. We put the pain into the work, and the work becomes better. But you have to participate. You have to talk to me. You can't ignore me and our company and everything that came before.

His body takes the impact of the young woman’s momentum and he groans as her weight lands against his stomach. They fall together, towards the table, she lands first and swivels to avoid Jean Luc’s hands as they reach out.

Use the motto NOW, Not How. PRO TIP: Next time you are overthinking and not taking action, tell yourself to prioritize taking action NOW and don’t worry about the HOW. After you do this ONCE, you quickly get momentum and it becomes easier and more natural.

we all tend to fill up our days with things that just have to be done and then run around desperately trying to do them all, while in the process not really enjoying much of the doing because we are too pressed for time, too rushed, too busy, too anxious? We can feel overwhelmed by our schedules, our responsibilities, and our roles at times, even when everything we are doing is important, even when we have chosen to do them all. We live immersed in a world of constant doing. Rarely are we in touch with who is doing the doing—or, put otherwise, with the world of being. To get back in touch with being is not that difficult. We only need to remind ourselves to be mindful. Moments of mindfulness are moments of peace and stillness, even in the midst of activity. When your whole life is driven by doing, formal meditation practice can provide a refuge of sanity and stability that can be used to restore some balance and perspective. It can be a way of stopping the headlong momentum of all the doing, giving yourself some time to dwell in deep relaxation and well-being and to remember who you are.

Classic Ballet, Keep away, keep building your creaky fairy castles, keep cloning clones and meaningless manners, hang on to your beanstalk ballerinas and their midget male shadows, run yourself out of business with your tons of froufrou and costly clattery toe shoes that ruin all chances for illusions of lightness, keep on crowding the minds of blind balletomanes who prefer dainty poses to the eloquent strength of momentum, who have forgotten or never known the manings of gesture, who would nod their noses to barefoot embargos ("so grab me" spelt backwards). Continue to repolish your stiff technique and to ignore a public that hungers for something other than a bag of tricks and the empty-headedness of surface patterns. Just keep it up, keep imitating yourself, and, , go grow your own dance makers. Come on, don't keep trying to filter modern ones through your so-safe extablishment. We're to be seen undiluted, undistorted, not absorbed by your hollow world like blood into a sponge. Yours truly, A Different Leaf on Our Family Tree

Keep the momentum while you are moving to guarantee additional motion and momentum.

Women leading and building businesses on their own terms are helping all people create momentum and rise.

three basic tests. First, your idea has to be big enough to justify devoting your life to it. Make sure it has the potential to be huge. Second, it should be unique. When people see what you are offering, they should say to themselves, “My gosh, I need this. I’ve been waiting for this. This really appeals to me.” Without that “aha!” you are wasting your time. Third, your timing must be right. The world actually doesn’t like pioneers, so if you are too early, your risk of failure is high. The market you are targeting should be lifting off with enough momentum to help make you successful. If you pass these three tests, you will have a business with the potential to be big, that offers something unique, and is hitting the market at the right time. Then you have to be ready for the pain. No entrepreneur anticipates or wants pain, but pain is the reality of starting something new. It is unavoidable

Down the highway she has driven a thousand times before, without ever realizing that while everyone is moving at the same speed the trucks hauling the heaviest loads have the most momentum.

One concept lately gaining momentum is “impact investing” or “triple-bottom-line investing,” whereby investors back businesses that generate financial returns and meet measurable social or environmental goals.

peer pressure, on its own, isn’t enough to sustain a movement. But when the strong ties of friendship and the weak ties of peer pressure merge, they create incredible momentum. That’s when widespread social change can begin.

The best revenge is massive success.” She advised me to move forward with such great momentum and so much of a presence that every time these people woke up, turned the TV on, or made a business move, they would see my face—and be reminded of how well I was doing.

For instance, have you ever been going about your business, enjoying your life, when all of sudden you made a stupid choice or series of small choices that ultimately sabotaged your hard work and momentum, all for no apparent reason? You didn’t intend to sabotage yourself, but by not thinking about your decisions—weighing the risks and potential outcomes—you found yourself facing unintended consequences. Nobody intends to become obese, go through bankruptcy, or get a divorce, but often (if not always) those consequences are the result of a series of small, poor choices. Elephants Don’t Bite Have you ever been bitten by an elephant? How about a mosquito? It’s the little things in life that will bite you. Occasionally, we see big mistakes threaten to destroy a career or reputation in an instant—the famous comedian who rants racial slurs during a stand-up routine, the drunken anti-Semitic antics of a once-celebrated humanitarian, the anti-gay-rights senator caught soliciting gay sex in a restroom, the admired female tennis player who uncharacteristically threatens an official with a tirade of expletives. Clearly, these types of poor choices have major repercussions. But even if you’ve pulled such a whopper in your past, it’s not extraordinary massive steps backward or the tragic single moments that we’re concerned with here. For most of us, it’s the frequent, small, and seemingly inconsequential choices that are of grave concern. I’m talking about the decisions you think don’t make any difference at all. It’s the little things that inevitably and predictably derail your success. Whether they’re bone-headed maneuvers, no-biggie behaviors, or are disguised as positive choices (those are especially insidious), these seemingly insignificant decisions can completely throw you off course because you’re not mindful of them. You get overwhelmed, space out, and are unaware of the little actions that take you way off course. The Compound Effect works, all right. It always works, remember? But in this case it works against you because you’re doing… you’re sleepwalking.

I once saw a spindly man carrying a stone larger than his head upon his back, the passage went. He stumbled beneath the weight, shirtless under the sun, wearing only a loincloth. He tottered down a busy thoroughfare. People made way for him. Not because they sympathized with him, but because they feared the momentum of his steps. You dare not impede one such as this. The monarch is like this man, stumbling along, the weight of a kingdom on his shoulders. Many give way before him, but so few are willing to step in and help carry the stone. They do not wish to attach themselves to the work, lest they condemn themselves to a life full of extra burdens.

What works to generate flows of new leads: Trial-and-error in lead generation (requires patience, experimentation, money). “Marketing through teaching” via regular webinars, white papers, email newsletters and live events, to establish yourself as the trusted expert in your space (takes lots of time to build predictable momentum). Patience in building great word-of-mouth (the highest value lead generation source, but hardest to influence). Cold Calling 2.0: By far the most predictable and controllable source of creating new pipeline, but it takes focus and expertise to do it well. Luckily, you are holding the guide to the process in your hands right now. Building an excited partner ecosystem (very high value, very long time-to-results). PR: It’s great when, once in awhile, it generates actual results!

Once the habit is ingrained and you become the starter, the center of the circle, you will find more and more things to notice, to instigate, and to initiate. Momentum builds and you get better at generating it. If you go to bed at night knowing that people are expecting you to initiate things all day the next day, you’ll wake up with a list. And as you create a culture of people who are always seeking to connect and improve and poke, the bar gets raised. What might be considered a board-level decision at one of your competitors’ companies gets done as a matter of course. What might be reserved for a manager’s intervention gets handled at the customer level, saving you time and money (and generating customer joy). This incredibly prosaic idea, the very simple act of initiating, is actually profoundly transformative. Forward motion is a defensible business asset.

After graduating from college, I was expected to find a good job. I didn't and instead dove into entrepreneurial ventures. My family thought I was crazy and proclaimed, “You're wasting a five-year education!” Peers thought I was delusional. Oh dear, delivering pizza and chauffeuring limousines while two business degrees hung from the wall?! Women wouldn't date me because I broke the professional, “college-educated” mold the fairy tale espoused. Going Fastlane and building momentum will require you to turn your back at the people who fart headwinds in your direction. You have to break free of society's gravitational force and their expectations. If you aren't mindful to this natural gravity, life can denigrate into a viscous self-perpetuating cycle, which is society's prescription for normal: Get up, go to work, come home, eat, watch a few episodes of Law and Order, go to bed … then repeat, day after day after day.

Still, when it comes to careers, instead of searching for the job where we’ll be happiest, we might be better off pursuing the job where we expect to learn and contribute the most. Psychologists find that passions are often developed, not discovered. In a study of entrepreneurs, the more effort they put into their startups, the more their enthusiasm about their businesses climbed each week. Their passion grew as they gained momentum and mastery. Interest doesn’t always lead to effort and skill; sometimes it follows them. By investing in learning and problem solving, we can develop our passions—and build the skills necessary to do the work and lead the lives we find worthwhile.

What works to generate flows of new leads: Trial-and-error in lead generation (requires patience, experimentation, money). “Marketing through teaching” via regular webinars, white papers, email newsletters and live events, to establish yourself as the trusted expert in your space (takes lots of time to build predictable momentum). Patience in building great word-of-mouth (the highest value lead generation source, but hardest to influence). Outbound Prospecting (aka "Cold Calling 2.0"):: By far the most predictable and controllable source of creating new pipeline, but it takes focus and expertise to do it well. Luckily, you are holding the guide to the process in your hands right now. Building an excited partner ecosystem (very high value, very long time-to-results). PR: It’s great when, once in a while, it generates actual results!

Busy in the business of day— my storming blood has just met a pair of eyes rainswept sand…. That face, again, that face like sunken sand— the sand, sunken, of a face that ancient…. More worn than my face unborn— contours I have known in the bones of her cheeks a recognition— a pair of orphans unmasked at morn…. Because only, only a girl borne of remembering could wear that countenance of mourning…. Across the wash pale soft of dawn float close weighty blossoms on thresholds unknown— for the fragile, delicate tenderness of her composure just-holding, achingly, on the edge of things…. A world of raindrops floating in her eyes— in her eyes sand grains softly settle…. Although to one another we are only a presence in the room and all's silence between us— still, hers is a presence I’ve known: of age more somehow than the day I was born a relation there remains nose kissed to nose…. Slaving in the sweat of the sun I’m back at it in the beds— as, over all the grounds, waxing with the sun personalities of sheds, tines, the animals, define themselves…. Heading now to the meal hall to eat and talk, after digging— when my momentum stalled: by hedges of the wall's the visage of her in the sunny landscape a teardrop of midnight…. Tearing's the flesh of my heart on my cheeks in tears— for her fragile chin and the wrinkles of her eyes when she smiles so glassy I could cry…. Commotion of knives and forks— today the commons are aloud with cups and conversation: a wisp here, a leap of voices there the day’s news bounces its way through the crowd…. Splashing up a laughter of glasses the guys devour their stories about girls at the party— and when we eat our fill glad in our stomachs there’s lots of chin in it we raise each other’s grins sitting in satisfaction and stimulating to the sun…. Tense in the laughter of friends and companions— lines of my age un-wrinkle: by portals of the door her expression there's more sober than smiling: for guile am I un-abled…. Not the friction of sticks, no, nor some feverish itch that must until exhaustion consume— but a long blue flame, slow and fluidly moving will our relation be: a translucent vein loose in the midnight river…. Now— into the doings of day: but to approach her my eyes can't meet my walkingʻs fallen dead at the knees and thoughts of my head now drown in blood— blackness and oblivion...

When researchers with the National Weight Control Registry examined the tactics used by successful dieters, they found that two characteristics, in particular, stood out. People who successfully maintain weight loss typically eat breakfast every morning. They also weigh themselves each day. Part of the reason why these habits matter is practical: Eating a healthy breakfast makes it less likely you will snack later in the day, according to studies. And frequently measuring your weight allows us—sometimes almost subconsciously—to see how changing our diets influences the pounds lost. But just as important is the mental boost that daily, incremental weight loss provides. The small win of dropping even half a pound can provide the dose of momentum we need to stick with a diet. We need to see small victories to believe a long battle will be won.

once saw a spindly man carrying a stone larger than his head upon his back, the passage went. He stumbled beneath the weight, shirtless under the sun, wearing only a loincloth. He tottered down a busy thoroughfare. People made way for him. Not because they sympathized with him, but because they feared the momentum of his steps. You dare not impede one such as this. The monarch is like this man, stumbling along, the weight of a kingdom on his shoulders. Many give way before him, but so few are willing to step in and help carry the stone. They do not wish to attach themselves to the work, lest they condemn themselves to a life full of extra burdens. I left my carriage that day and took up the stone, lifting it for the man. I believe my guards were embarrassed. One can ignore a poor shirtless wretch doing such labor, but none ignore a king sharing the load. Perhaps we should switch places more often. If a king is seen to assume the burden of the poorest of men, perhaps there will be those who will help him with his own load, so invisible, yet so daunting.

For the second day running you have burnt my toast!” Let me explain this ludicrous remark. You were this particular prefect’s fag. That meant you were his servant, and one of your many duties was to make toast for him every day at teatime. For this, you used a long three-pronged toasting fork, and you stuck the bread on the end of it and held it up before an open fire, first one side, then the other. But the only fire where toasting was allowed was in the library, and as teatime approached, there were never less than a dozen wretched fags all jostling for position in front of the tiny grate. I was no good at this. I usually held it too close and the toast got burnt. But as we were never allowed to ask for a second slice and start again, the only thing to do was to scrape the burnt bits off with a knife. You seldom got away with this. The prefects were expert at detecting scraped toast. You would see your own tormentor sitting up there at the top table, picking up his toast, turning it over, examining it closely as though it were a small and very valuable painting. Then he would frown, and you knew you were for it. So now it was night-time and you were down in the changing room in your dressing gown and pajamas, and the one whose toast you had burnt was telling you about your crime. “I don’t like burnt toast.” “I held it too close. I’m sorry.” “Which do you want? Four with the dressing gown on, or three with it off.” “Four with it on,” I said. It was traditional to ask this question. The victim was always given a choice. But my own dressing gown was made of thick brown camel’s hair, and there was never any question in my mind that this was the better choice. To be beaten in pajamas only was a very painful experience, and your skin nearly always got broken. But my lovely dressing gown stopped that from happening. The prefect knew, of course, all about this, and therefore whenever you chose to take an extra stroke and kept the dressing gown on, he beat you with every ounce of his strength. Sometimes he would take a little run, three or four neat steps on his toes, to gain momentum and thrust, but either way, it was a savage business.

The overwhelming favorites to dominate the race to become the so-called Information Superhighway were competing proprietary technologies from industry powerhouses such as Oracle and Microsoft. Their stories captured the imagination of the business press. This was not so illogical, since most companies didn’t even run TCP/IP (the software foundation for the Internet)—they ran proprietary networking protocols such as AppleTalk, NetBIOS, and SNA. As late as November 1995, Bill Gates wrote a book titled The Road Ahead, in which he predicted that the Information Superhighway—a network connecting all businesses and consumers in a world of frictionless commerce—would be the logical successor to the Internet and would rule the future. Gates later went back and changed references from the Information Superhighway to the Internet, but that was not his original vision. The implications of this proprietary vision were not good for business or for consumers. In the minds of visionaries like Bill Gates and Larry Ellison, the corporations that owned the Information Superhighway would tax every transaction by charging a “vigorish,” as Microsoft’s then–chief technology officer, Nathan Myhrvold, referred to it. It’s difficult to overstate the momentum that the proprietary Information Superhighway carried. After Mosaic, even Marc and his cofounder, Jim Clark, originally planned a business for video distribution to run on top of the proprietary Information Superhighway, not the Internet. It wasn’t until deep into the planning process that they decided that by improving the browser to make it secure, more functional, and easier to use, they could make the Internet the network of the future. And that became the mission of Netscape—a mission that they would gloriously accomplish.

Leveraging the support from consulting and delivery partners (they can be the same) is critical for gaining the right momentum in the organization with minimum investment.

Alisa Vitti gave me a great analogy for this. Imagine you have a hockey puck and a bicycle tire on a flat surface like a really big area of concrete. You give the hockey puck a push, and it goes for a while but eventually stops. You give the bicycle tire a push, and it keeps rolling for as long as it can stay upright and not run into an obstacle. In many cases, it actually gains speed as it goes. The hockey puck is flat, but the tire is a circle. The flat one stops. The circular one keeps going. This is the power of cyclical momentum. When we honor the distinct and uniquely useful phases of our bodies, the moon, and our creativity, we get further, faster, without having to push as hard. It’s like having spent your whole life furiously paddling against a really strong current and suddenly realizing that all you needed to do to cover more ground was turn your canoe downstream and use your paddle to steer every now and again.

A better deal for a better product was out there, but I didn’t put our momentum on hold to look for it. We made the adjustment as we progressed. That never-ending, purpose-driven quest for improvement gives you the freedom to direct your focus right now on getting that product on the market. Whenever I catch myself overthinking a product and delaying the crucial move from concept to sale, I remind myself, “Let’s make some mistakes.” After all, there’s so little risk involved in this method; when you’re working with small orders up front, the downside of a mistake is very low. You’ll find a way to sell those first 100 units on Amazon eventually. Even if you don’t, the loss is minimal. Mistakes, even bad ones, are a part of this business. No amount of preparation ensures a perfect process. Sometimes you’ll make a modest mistake, like going to market with the second-best supplier cutting slightly into your margins. Other times, you’ll commit a nastier error, like the time we lowered the price on our yoga mats without really thinking through our inventory limitations.

When we cut our price, we sold really well (because when you follow the method in this book, it works), but we ran out of stock. It was a predictable outcome. Being out of stock is the worst thing that can possibly happen to your new business because you’re essentially out of business when you can’t take orders. We had to wait out the four-week lag for another shipment to cross an ocean and get to the Amazon warehouse. When we finally got new stock back in, we were essentially starting over. Yes, we had customer reviews, but our momentum was dead. We had to run another discount to get moving again. We did recover, but that one mistake set us back months. I can’t say whether an extra month of planning would have kept us from making that awful choice; probably not, honestly. You can’t control for everything. Your goal is just to take your product from an idea to a physical item in a customer’s hand. It’s simpler than most people think it is. Find the right supplier, get samples, refine with research, put in a small order, and get the product online. That’s all you need to worry about right now. Don’t overthink it. Just fix the mistakes as they come.

More Sales Does Not Equal More Profit My first product order for Sheer Strength cost me $600. I ordered 100 units at $6 each and we sold it at a $32 price point. The money came out of my savings, and at the time, I was so worried that it wouldn’t sell, and I’d be out $600. To the Ryan of the past, I now say two things. First: Who cares? Put on your big boy pants, Ryan. It’s only $600. Second: This isn’t the real problem. Assuming you follow this process, create a decent product, and identify your customer, your bigger problem is that you won’t be able to keep inventory in stock, as we’ve talked about already. Trust me on this. Keeping inventory in stock so that you can keep building your sales momentum is a real challenge. With Sheer Strength, we kept raising the price until it hit a point where sales were just slow enough that we could keep up with ordering the next round of inventory. We took the money we made from sales, and we bought another 500 units. Then, in the next round, we bought 1,000 units. We just kept rolling the money back in, over and over, as the company grew. It was pure bootstrapping. In retrospect, I wish we’d been even more aggressive at the beginning, but we feared what would happen if we placed that first huge order and the product didn’t sell. For a lot of people, the biggest hurdle is not placing that preliminary order, but rather finding the money to avoid running out of stock faster than it can be replaced.

You leave the meeting feeling energised, only to be sucked into your inbox's zombie tractor beam, and 28 days later you all find yourselves looking for excuses to postpone the meeting. Which you do. But when the momentum is lost, it rarely recovers.

In an article about flywheels and business written for Inc., Jeff Haden said, “The premise of the flywheel is simple. A flywheel is an incredibly heavy wheel that takes huge effort to push. Keep pushing and the flywheel builds momentum. Keep pushing and eventually it starts to help turn itself and generate its own momentum—and that’s when a company goes from good to great.

However, averaged out, betting on the quality of a business is better than betting on the quality of management. In other words, if you have to choose one, bet on the business momentum, not the brilliance of the manager. But very rarely, you find a manager who’s so good that you’re wise to follow him into what looks like a mediocre business.

While every coach and every startup manager has to make decisions on the fly, there are tricks that can help you in managing through the chaos. The first is to make brutally efficient use of your time, and figure out a way to get as much of it as you can. In the last minutes of a tied championship game, with thousands of fans yelling and all your players desperately looking to you for the right play, managing the clock is critical. Every coach caught up in a tight game knows that the best weapon can be a “time out,” where she can change the flow of the game, disrupt the other team’s momentum, and re-establish her own strategy.

Key Elements of Five Year Plan ’77 What follows did not happen overnight. Among the guidelines set in February 1977 (remember, Fair Trade on alcohol was not finally ended until 1978): Emphasize edibles vs. non-edibles. I figured that the supermarkets would raise their prices on foods to make up for the newly reduced margins on milk and alcohol. This would give us all the more room to underprice them. During the next five years we got rid of film, hosiery, light bulbs and hardware, greeting cards, batteries, magazines, all health and beauty aids except those with a “health food” twist. We began to cut back sharply on soaps and cleaners and paper goods. The only non-edibles we emphasized were “tabletop” items like wineglasses, cork pullers, and candles. It was quite clear that we should put more emphasis on food and less on alcohol and milk. Within edibles, drop all ordinary branded products like Best Foods, Folgers, or Weber’s bread. I felt that a dichotomy was developing between “groceries” and “food.” By “groceries,” I mean the highly advertised, highly packaged, “value added” products being emphasized by supermarkets, the kinds that brought slotting allowances and co-op advertising allowances. By embracing these “plastic” products, I felt the supermarkets were abandoning “food” and the product knowledge required to buy and sell it. But this position wasn’t entirely altruistic. The plan of February 20, 1977, declared, “Most independent supermarkets have been driven out of business, because they stupidly tried to compete with the big chains in plastic goods, in which the big chains excel.” Focus on discontinuity of supplies. Be willing to discontinue any product if we are unable to offer the right deal to the customer. Instead of national brands, focus on either Trader Joe’s label products or “no label” products like nuts and dried fruits. This was intended to enable the Trader Joe’s label to pick up momentum in the stores. And it worked.

The quickest route to success is a straight line. A straight line in its purest form, is simple. We must activate the power of simplicity!

Raising from Series A/B firms for a seed Bringing a Series A/B firm in for a seed round is risky business. They’ll want to talk to you to get an early look and learn about what you’re up to. But don’t get too excited! In fact, I’d recommend avoiding those conversations entirely. Whatever capital they commit will be trivial relative to their total balance sheet. No Series A/B firm is serious unless they lead your A or B, and, if for some reason they decide not to do so, you’re screwed because that’s a red flag for other investors. This is called “signaling risk.” Basically, by investing in your seed, they intend to block out others from your next round. It’s a win-win for them because they either lead your next round from a privileged position or, they pass and you’re the one who’s screwed as a founder. So, your incentives are completely misaligned! You may have heard success stories, but that’s a sampling bias — you’ll rarely hear about the companies that do not get the follow-on term sheet. Note: A fund investing in your company at the seed stage is completely irrelevant to their willingness to write a check to lead your Series A or B. The only thing that determines their willingness to invest is your traction and momentum. Letting them in makes them no more willing to invest, and anyone who tries to convince you otherwise is deceiving you. There might be relationship benefits, but you can build on the relationship without letting them on your cap table!

Carve out and then ritualize thirty minutes early each Sunday morning to create your “Blueprint for a Beautiful Week.” Start the process by writing a story in your journal about the highlights from the seven days you just lived. Then record your lessons learned and optimizations for making the coming week even better. Next, on a large piece of paper that has each day running from 5 AM to 11 PM on it, note down all your commitments. The key here is to list more than your business meetings and work projects. Set clear periods for your Victory Hour, your 90/90/1 sessions, your 60/10 cycles and your 2nd Wind Workouts, as well as time for your loved ones, blocks for your portfolio of passions and segments for your errands. Doing this weekly will build extraordinary focus into your days, yield marvelous momentum, enhance your productivity significantly and improve your life’s balance noticeably.

The resulting financial overhead consists of claims on the economy’s actual means of production. Yet most people think of these bonds, bank loans and stocks and creditor claims as wealth, not its antithesis on the debit side of the balance sheet. This inside-out doublethink is a precondition for the bubble economy to be applauded by the mass media, keeping its corrosive momentum expanding. From the corporate sphere and real estate to personal budgets, the distinguishing feature over the past half-century has been the rise in debt/equity and debt/income ratios. Just as debt leveraging has hiked corporate break-even costs of doing business, so the cost of living has been increased as homes and office buildings have been bid up on mortgage credit. “Creating wealth” in a debt-financed way makes economies high-cost, exacerbated by the tax shift onto labor and consumers instead of capital gains and “free lunch” rent. These financial and fiscal policies have enabled financial managers to siphon off the industrial profits that were expected to fund capital formation to increase productivity and living standards. The

It is the responsibility of sales management to make the job of the sales people as easy as possible. The easiest way to do this is to build momentum. The best way to build momentum is to make it so that each sale makes the next sale easier to land, with less effort and a higher success rate.

Build momentum. Why are you creating? Good content always has an objective; it’s created with intent. It therefore carries triggers to action.

by managing energy more skillfully, it’s possible to get more done,