Entrepreneur Journal

To be an entrepreneur I need to cease opportunities right when they come.  I can think what can I rent or send work out to be done so that there is less at stake. Feel confident at your ability to seize opportunity. Expect surprises and expects not only to adjust to change but also to capitalize on it and make things happen A person’s most valuable assets are intelligence, energy, and experience—not money or other material things— To be an entrepreneurial opportunity, a prospect must meet two tests: it must represent a desirable future state, involving growth or at least change; and the individual must believe it is possible to reach that state. remix old ideas to make a seemingly new application change is a necessity The search for perfection is the enemy of the good  Entrepreneurs who are effective make the sparest allotment of resources. First, entrepreneurs must know the territory they operate in, then they must be able to recognize patterns as they develop Success

Leadership Capability Collaboration Character   Capability is asking questions and listening to answers.Celebrate new ideas and take inattentive to try new things. Continuous learning process is important to strengthen an entrepreneurs capability.  The Personalities of Team members and the culture of the company are vital to its success.  An unethical member of the team can cause stress, tension and ultimately division within the company. - Frank Levinson Be "bakers" meaning trustworthy individuals seeking to create larger pies to share in the world.  There is value in building trust by defaulting to yes. - Guy Kawasaki A leader is someone who takes others to higher ground. Leadership with a small "L" Principle #1: Lead by Example Principle #2: Lead with Vision Principle #3: Lead with Love The Rarest Skill of All: The Ability to Execute    A message to Garcia, will you deliver …it is impossible to build an effective organization without delegating

Don't waste there time- whats in it for them If you want to learn more about an industry, it’s more efficient and effective to read about the industry first and then interview front line workers—not bother a CEO with general questions. Save interviews and interactions with busy entrepreneurs until you know exactly what you need. Suggestions for personal interviews 1 Do your personal soul searching and industry homework first. Take a personal inventory. Take aptitude tests. Ask those who know you well what you do better than most. Do whatever it takes to narrow your search to a few industries. Read about these industries and the leading companies and people. Personal interviews with teachers, entrepreneurs and executives should not be used to narrow your search or learn about jobs or industries. A stranger or casual acquaintance doesn’t know you well enough to map out your career. This is a very inefficient use of a busy person’s time. A great resource to guide you through y

True independence of character empowers us to act rather than be acted upon. 7 Habits Habit 1 - Be proactive .  Main Idea We can choose our own response to any signals or information we receive. We have the ability to influence our own actions. Therefore, being proactive means to actively choose what our response will be in any situation rather than to react blindly.  Proactive people are driven by values that are both well thought out and internalized. proactivity means to control a situation from the inside out. Or in other words, to affect positive change, stop focusing on the immediate circumstances and instead consider your response to the conditions that exist.   Our response to the little irritations in life will also affect responses to disasters. Habit 2 - Begin with the end in mind.  Main Idea Beginning with the end in mind means using an image or paradigm of your character at the end of your life as a frame of reference or criterion by which everything

  External changes can provide great leverage for creative and nimble entrepreneurs. External changes, such as col apses in the price of real estate or en ergy, also create opportunities for entrepreneurs who speculate in out- of-favor assets. Sam Zell, the self- described “grave dancer,” and his now deceased partner, Robert Lurie, built a multi billion-dollar real estate and industrial empire through such opportunities. Their first big success followed the collapse of the real estate investment trusts in the early 1970s. Later they picked up millions of square feet of office space and shopping centers and tens of thousands of apartments and trailer-park spaces for mobile homes. During the early 1980s, the partners sold a number of buildings in the booming Southwest and invested in Rust Belt cities like Buffalo and Chicago. the entrepreneur merely anticipates that the confusion or panic that has depressed prices will pass. Nor does successful execution requir