Posts tagged "plan"

Doing Nothing is a Choice

May 15th, 2018 Posted by Behavior, Blog Post 0 thoughts on “Doing Nothing is a Choice”

In Business is ART, author and Plan Canvas founder, Jon Umstead tells the story of Larry, a former co-worker who used to say, “If at first you don’t succeed, keep on sucking ‘til you do succeed.”

It was Larry’s way of saying that you shouldn’t be afraid to try again. Take the leap of faith that you have learned from past experience, applied that knowledge, and are now better prepared to go after it, whatever “it” is.

Sometimes, we latch on to an idea and, no matter what, we vow to overcome any obstacle to turn that idea into a reality But often, that idea is just a fleeting moment.

Why is that?

Sometimes it just isn’t all that great an idea

The human brain is a marvel. It’s always functioning at levels we cannot understand until it ceases to function altogether. Ideas, imaginings, and creations are invented inside our heads all the time.

How many times do we hear the story of someone who got rich on one simple idea and say, “Why didn’t I think of that?”

Or worse, “I thought of that 10 years ago. That was my idea!”

A lot of the time, the idea is just not that good to begin with. So, we let it go. Other times, it is a good idea but we still let it go.

How come?

Sometimes there is no legitimate path forward

Plans are developed not only to see the path forward, but also to identify the hurdles and road blocks along the way. You then have to make determinations like how to get over or around them and if it is possible to do so.

The trick is in making logical decisions based on reality, versus emotional decisions based on fear.

I can do this – but should I?

It is perfectly normal and even good to have fear, especially when taking leaps of faith. It is not OK to let that fear paralyze you into inaction.

Have you ever been faced with a decision that felt like a speeding truck was headed directly for you? You have no idea what lies on the left or the right side of the road. Jumping to either means jumping into the unknown. But if you continue to stand there, the truck will probably hit you. Unless it swerves. What if you jump left and the truck swerves in the same direction? What if it brakes and stops just short of hitting you?

What do you do? Maybe the jump will leave you in no better condition than had the truck hit you. Maybe you end up in the same condition you were in before you even noticed the truck barreling at you. Maybe you end up in a condition that is far better than the one you just left.

Rarely is there one right answer for any situation. There are simply choices to be made. Doing nothing is one of them.

If Strategy Execution is a People Problem – Who ARE These People?

April 12th, 2018 Posted by Blog Post, Strategy 0 thoughts on “If Strategy Execution is a People Problem – Who ARE These People?”

A lot of sources say that the problem with strategy execution is a people problem, not a strategy problem. In fact, an article at Harvard Business Review (HBR) is entitled exactly that.

There is a lot of truth to that sentiment, although, as we have discussed in previous blog posts, we believe that a good strategy considers employee engagement (people) and employee engagement is necessary for successful strategy execution. There is no one without the other.

So is execution really a people problem?

Well…could be…isn’t necessarily…lots of other things could go wrong…but could be. Let’s take the case where it is a people problem – then ask a question.

Who are we talking about when we say “people”?

Managers may be apt to say, “They are! Those people out there on the floor are the problem!”

Those on the floor may be apt to say, “They are! Those people over there in the corner offices are the problem!”

The truth is that it may be both, but it always starts at the top.

A recent request from a reporter

A reporter recently asked, “What are 3 things that are really needed for leading a team?” and we submitted the following as a response:

  1. Vision
  2. Purpose
  3. Plan

If permitted, we would have added a 4th – Determination to execute the plan – and a 5th – Flexibility to modify the plan.

Without any of these things, you can hire employees and be in charge, but you can’t lead (big difference) and you especially won’t be leading engaged employees. If you aren’t leading engaged employees, no amount of determination on your end will lead to successful strategy execution.

Why just count on dumb luck? Why not create luck (and outcomes)?

Did you know there is scientific research to suggest that we have an ability to create luck? Doing some of the things discussed in this post are key.

Formulating and communicating a Vision statement, for example. The Vision helps the leader paint the picture for the business or organization. The leader shouldn’t develop the Vision in a vacuum, but has to own it. With a clear Vision (and painted picture), all stakeholders, including employees, can more readily get on board. If they can see it, they can support it. If they can support it, you don’t have to go it alone. If you don’t go it alone, you are more likely to succeed. You create luck.

Having a sense of Purpose beyond the financial aspects of any business or organization is increasingly crucial as the workforce looks more and more to work for companies that can answer the question “Why are we here?” and help the employees answer their own question of “Why am I here?”

Purpose is the emotional hook that gets everyone excited and engaged. For example, our Mission is to provide tools and expertise to help business owners and leaders achieve greater levels of success, but our Purpose is to help people in general feel less overwhelmed and alone.

But you still need a plan. A Vision without a Plan is just daydreaming. A Purpose without a plan is just passion. Both are great for defining where you want to go and why you want to get there, but you need a Plan to serve as the roadmap for the journey.

That Plan cannot reside in the head of the leader. Again, when everyone knows the Plan, it’s easier for everyone to get on board. Duties are more readily delegated. Expectations are more effectively communicated. Everyone knows if what they are doing is moving the organization toward or away from the Vision. You create luck.

Any finally, a Plan without the Determination to execute to it results in chaos

How many times have you developed a plan, perhaps even started executing on it, but then quickly got distracted and just started responding to day-to-day activities rather than executing to any plan.

To really be effective, you have to plan to manage then manage the plan. Even if the plan changes dramatically on a frequent basic due to realities of the day, the act of planning and re-planning helps keep you focused.

That’s what we do

The Plan Canvas process is more than documenting the Vision and Purpose. It’s more than developing plans. It’s tracking results and outcomes, managing the plans, so that you can be more organized and focused, eliminating as much of the chaos as possible.

Contact us to schedule a demo of the software or discuss our consulting services.

If You Know Better Do Better

January 10th, 2018 Posted by Behavior, Blog Post, Goal, Objective 0 thoughts on “If You Know Better Do Better”

We recently heard the story of a hard-working retail cashier, stressed from the holidays, managing to keep her cool in the face of rude customers.

One particularly disrespectful customer reflected on his actions, returned to the store, and fell just short of an apology by saying, “That wasn’t your fault. I know better.”

A genuine apology for his behavior would have been better, and perhaps would not have resulted in this response from the cashier, “If you know better, do better.”

That’s really some great advice for all of us. If we know better, lets do better.

Not another list!

We don’t need to give you yet another list of the things you can be doing better on, be they professional, personal or societal things. There’s no shortage, so pick a few that are most important to you and run with them.

An article at the New York Times entitled How to Do Things Better in 2018 lists and describes 10 things you can focus on (and why), but then goes on to provide links to unique pieces that actually get in to HOW to do better on that particular item.

The article focuses mostly on personal, but also on a few professional areas, such as “How to Build a Successful team.”

Guess what the first step is?

If you guessed, “Make a Plan,” you guessed correctly.

More to the point, the article says, “You need a clear and measurable goal for what you want to accomplish.”

We agree with the intent of that statement, but we are also a little nerdy when it comes to using terminology. You really need clear and measurable OBJECTIVES that support your loftier GOALS. Goals in and of themselves are more of a destination, otherwise, not really measurable beyond “Are we there yet?’

But all nerdiness aside, make a plan and make things measurable. But to that point, make it actionable.

Keep it Simple…Seriously (we object to calling anyone “stupid” so “seriously” is a good substitute)

Meanwhile, Inc. has posted an article entitled 3 Simple Habits I’m Making in 2018 to Drive Better Results. In it, the author’s 3rd simple habit is “Discipline through simplicity,” and, again, we couldn’t agree more.

Plan Canvas is built on the “KISS” model – Keep it Simple, Seriously. So often we just make things too complicated. Take a look at the things you do and ask yourself how you can simplify. Challenge yourself and your team. Make a game of it. There is always a way.

As the new year gets going….

We all know we CAN do better. And as the cashier said, “If you know better, do better.”

That’s the kind of simplicity we can live with.

Did the Plan Fail, or Did You Fail Your People?

June 29th, 2017 Posted by Blog Post, Business Plan, Leadership 0 thoughts on “Did the Plan Fail, or Did You Fail Your People?”
Fail

Photo courtesy gratisography.com

You have great people. You have a great product and service. You have a plan, and, man, is it a good one.

And then…crickets! Nothing. Nada. Zilch. What happened? It could be any number of things.

One of them could be you, or more specifically, your leadership. Did you fail your people?

An unscientific experiment

I once conducted an unscientific experiment in a LinkedIn group for leaders. I made it clear, up-front, that in a hypothetical situation, assume that the hypothetical plan was brilliant, but the results were below expectations. I then asked how to influence and improve the team’s behavior in order to get the desired results.

Most of the respondents started with something like, “Obviously the plan was not brilliant…” then went on to talk about how to develop a brilliant plan. Some kindly offered their services to help me get my plan in order – for a fee.

Only one respondent, who identified himself as a retired military general, understood the true question and answered accordingly.

Again, there are many variables, but, often, what it comes down to is leadership.

It’s still a good read

A few years ago I read a book entitled Boundaries for Leaders by Dr. Henry Cloud. The very first chapter is called “The People are the Plan.” It’s a simple concept. A lot of leaders say it (or something like it). A lot of them don’t mean it (or know what it means).

As Dr. Cloud states, there is rarely, if ever, one “right” way to do something. There are usually several “right” ways to do something. Several ways that will/can work, and as the leader, the job is to own the vision, set the path, and get the job done “through people doing what it takes to make it happen.” Whichever “right” way you have selected.

3 pillars of behavior management

We  often talk about how the consumers of today don’t just want a great product or service, they want a great experience. The same is true of employees. If they have a great employment experience, the plan is much more likely to succeed.

In my book, Business is ART, I define 3 areas a leader should focus on in order to drive the kind of team behaviors necessary for accomplishing the goals and objectives set out in the plan. I call these the 3 pillars of behavior management and they are as follows:

  1. Desire – What does the employee or team member desire?
  2. Emotion – What gets the employee or team member to feel a positive emotion about whatever it is you hope to accomplish?
  3. Knowledge – What does the employee or team member know (about the goals, objectives, themselves, other team members…and the leader)

Focus on these 3 pillars ==> Create a great experience ==> Improve the odds of success

Lessons learned – stop talking, start listening, start conversing

April 25th, 2017 Posted by Blog Post, Business is ART 0 thoughts on “Lessons learned – stop talking, start listening, start conversing”
college

Students of MGT 315 at Urbana University

This past semester, Business is ART was used as the textbook for MGMT 315 – Strategic Management and Leadership, led by Cate Brinnon, assistant business professor at Urbana University in Urbana, Ohio. But it was I who took away several valuable lessons.

Just before the course began, Cate asked if I would be open to sitting in with the class near the end of the semester to listen to their feedback.

For a little over 3 months, I waited anxiously, perhaps a bit nervously, to see how the book would be received by the students. After-all, it was not written as a textbook for classroom purposes.

That day of reckoning finally came last week, and we got so caught up in conversation that we had to schedule a second visit (also last week).

The experience left me both humbled and impressed by an articulate, intelligent group of young people. It was a fantastic experience that I’d repeat any time, over and over again.

Listening is key to learning – and leading

One of the things Cate emphasized to me before I visited her class was that the students are bombarded every day with people that just want to talk to them. They get enough of that. She encouraged me to listen to them. Let them talk.

As Cate stated in a news article that ran in the Urbana Citizen regarding the course, “I believe there have been some revelations with some of what it is [the students] truly wish to do with their lives in the short and long term.”

That was confirmed during my visits

Through the course, several students had in fact figured out exactly what they want to do in the near and long term. At least one student is already actively planning the launch of a business. Others are at least thinking about where they might be headed, perhaps for the first time ever really asking themselves, “Why am I doing this? Why not that?”

Many of the students indicated they most benefitted from going through the exercise of developing a personal vision and roadmap to success. In the book, I call it a “self-assessment.” In the Plan Canvas software (the planning software based on the book), it is referred to as a Personal Plan.

Strategic planning seemed valuable as well, while business plan development was less important at this stage of their careers/lives – except for the student who is launching an actual business and the students who had to develop business plans for a separate course.

When I mentioned the possibility of publishing a second edition of the book – one that is geared more toward students and startups – a student urged me not to make it too much like a textbook.

Don’t talk down to us

She said, “All of our textbooks talk down to us, but your book doesn’t. It has a conversational style.”

What a great complement and something we should all carry forward, not just at work, but in our personal lives as well. Stop talking to. Start listening to. Start conversing with.

Rest assured, these students taught me many great lessons. I’ll share more of them in a subsequent post.

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How to Set Goals and Actually Achieve Them

March 22nd, 2017 Posted by Business is ART 0 thoughts on “How to Set Goals and Actually Achieve Them”

GoalWhen done right, setting goals is a great way to motivate you towards success and track progress. Done poorly, however, and goals become a burden. A list of dreams you’ll never achieve.

That’s why it’s not enough to blindly set goals. You must be strategic about it. You need to be intentional if you want to create goals you can actually achieve.

For starters, you should…

Write Them Down. Make Them Visual.

You probably have some vague idea of your goals in your head. But that’s not enough. You need to write down your goals. Even if you’re a solo operation. Writing them down will not only work as a reminder, but it will help you to analyze them differently.

Something that sounded great in your head might not make sense once you see it written out. Or it may inspire another idea. If it helps, you can try creating a visual to track your goals – perhaps display an image to serve as a reminder of a goal you’ve set.

Whatever it takes to keep your goals in mind.

Break Goals Up. Start Small.

When setting goals, you should write them down in their most basic forms. A sentence, no more. Goals are rarely accomplished in one fell-swoop. Instead, it takes many smaller actions and achievements that lead up to the big end-goals – these are measurable objectives.

Start with the small, simple action steps. If you can’t achieve those first, you’ll never achieve your larger goals.

Focus on What You Can Do and Control

Entrepreneurs sometimes get hung up on what they can’t control. If you sell a product, you can’t force someone to buy it. But you can make sure that product is perfected. You can create excellent marketing material for it. You can reach out to marketplaces and publications to see if they will feature it.

When planning your goals, don’t set action steps that you can’t actually do. Instead, focus on the areas over which you have control. Save those things outside of your control for developing a risk mitigation plan.

Establish Rewards

Everyone loves to be rewarded. It’s a simple fact. In sports, the players always have the trophy or medal to chase. While you’re obviously going after success, “success” is a very vague, shapeless word. You have to define what it means for you. Then to better motivate yourself to achieve success (as you define it), try implementing rewards into your goal setting.

They don’t have to be anything complex. You’ll be surprised by just how motivating a little reward can be, whether it’s for you or your employees.

Be Prepared for Change

Life changes. Market places change. Yet, some have this idea that goals should never change. Maybe the overarching plan stays the same, but the smaller goals need to change along the way sometimes.

Look at a company like Facebook. When they started, they allowed American college students to see each other’s pictures and leave funny comments. Now, they provide news, social-platforms, marketplaces, digital communities, and more to people of all ages around the world.

Their overarching goal of connecting people has remained the same, but you can bet the focus of their smaller goals has changed dramatically.

Don’t stick with the same, stagnant goals over and over again. Be flexible.

But Always Remember the Reason

Even as you change and strive towards success, don’t forget the reason you started on your path in the first place. That’s going to be different for everyone, but it’s equally important for all. One of the most fundamental basic business principles is to simply remember your purpose.

Your goals will help you fulfill that purpose. Set them accordingly.

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Do Have Actionable Plans – Don’t Waste Your Time with Plans

March 16th, 2017 Posted by Business is ART 0 thoughts on “Do Have Actionable Plans – Don’t Waste Your Time with Plans”

Slide1I really wanted to simply call this “Don’t Waste Your Time with Plans” but was afraid you’d get the wrong idea.

I don’t mean “Don’t develop plans.” I mean, if you are going to develop and manage plans, do it in a productive manner.

You can do better…like by a lot

One of the reasons I think so many business owners and leaders don’t have business plans is that someone gave them some bad advice, or set a bad example, somewhere along the way…and now they just can’t see the value – even though the data supports the notion that business plans increase your odds of success – like by a lot.

But one sure way to waste your time with a plan is to fail to do the foundational work that becomes a litmus test for everything you do going forward.

Build a foundation

Before you spend any time developing a plan, first build the foundation for your business. What’s the foundation consist of? Simple. 3 key ingredients, including:

  1. Your Vision Statement. This is how you see things, ideally, out in to the future. See Amazon’s vision statement for a good example.
  2. Your Mission Statement. This states in simple terms what you do. A sentence. Two at most. What you do.
  3. Your Purpose Statement. This is why you do what you do. The emotional hook that gets you and your stakeholders excited.

Many people struggle with defining these three statements. At first, it sounds easy. But then you realize it really requires some deep, critical thinking and often requires a lot of inner reflection. It may also require a lot of discussion with your friends, family and advisors.

But a key to remember…these are yours. No one else’s. Don’t let anyone define them for you.

Frame It

Next, build the frame. The frame is made up of your long term goals and objectives. Goals support the vision, but in and of themselves are immeasurable. They are simply big lofty things you want to achieve.

Muhammad Ali famously declared “I am the greatest!”

That’s a perfect example of a goal. How do you know you are the greatest? Through measurable objectives like: winning the title a number of times, holding the title a number of years, scoring a number of knock-outs by a certain round in each fight (on average).

You have to do the same for your business. Define the measurable objectives that support your big lofty goals.

Now Get Busy

Once you have laid the foundation and the frame, you are ready to get down to some serious business planning and you are far less likely to waste your time.

One last bit of advice – make your plans actionable. That means, define actual initiatives and action steps you will take to tackle your plan. Track and update things as you go. Plan to manage, but manage the plan.

Don’t stop game planning when the game begins

I hate it when people say they only need to develop a plan once, then they get the loan or start the business and throw the plan away. That is a way to ensure you do not maximize the benefits of planning.

Think of it this way. A football coach walks in to a game with a game plan. With the first snap of the ball, the coaching staff makes adjustments to the game plan, and continues to do so throughout the game, until the last second ticks off the clock.

We wouldn’t think of coaching a game any other way. So why do we think it’s a good idea to start a business with a plan, then toss it aside on opening day – or ever?

As with sports, keep adjusting the plan until the day you shut the doors for good.

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Never miss a podcast, blog post or newsletter by signing up here. I don’t spam and try very hard to bring you informative and entertaining content as well as useful tools to increase your odds of success.

When It’s Time to Go Float on a Boat

November 10th, 2016 Posted by Entrepreneur, Leadership 0 thoughts on “When It’s Time to Go Float on a Boat”

boatWhether you plan to float on that boat for real or float in that big old boat in the sky, something that every business owner and organizational leader must consider is that there will come a day that you vacate your seat or the business.

People often think about what their life will be like on the day after, but what about the businesses and employees they leave behind? What will things look like for them?

Succession Planning

Enter succession planning. Within an organization, succession planning means identifying and preparing candidates to take over leadership positions at every level.

But for privately owned and small business, succession planning means planning for what becomes of the business when the owner(s) exit.

Stepping Away from Ownership

When the owner decides it’s time to step away, there are several options, including but not necessarily limited to:

  • Shut down the business
  • Sell the business
  • Gift the business to family
  • Gift the business to employees
  • Gift the business to charitable or non-profit organization

Know the Advantages and Ramifications

There are advantages and ramifications to each option so the best advice I can give on the topic is this:

  1. Have an organizational succession plan
  2. Seek the guidance of your accountant and your attorney, then…
  3. Develop a business succession plan
  4. Go back to your attorney and document it from an indisputable legal perspective, just in case something bad happens to you before you’re ready to float on a boat…
  5. Then…when the time is right…go float on that boat

Listen to the Podcast

On the Business is ART podcast dated November 1, 2016 and entitled “Should I Stay or Should I Go?” we talked about business ownership succession planning. You can listen to it in its entirety by clicking here.

I Don’t Really Need a Business Plan – Do I?

October 18th, 2016 Posted by Business is ART 0 thoughts on “I Don’t Really Need a Business Plan – Do I?”

book-coverWhat really is the value of a plan? It drives me a little crazy when I hear people say things like, “Things change so much around here, it doesn’t make any sense to have a plan.”

Let me alter that statement in a couple of ways and then you can be the judge.

“My plans never work out because they never reflect the changes that take place after I write the plan.”

…and…

“Every day I just wake up, see what happens, and respond accordingly.”

If you’re good with these two statements, stop reading. Go back to motivational posts on Twitter. You know, the ones like, “Only you can tell you you can’t do what you do for you.” But if you know or are wondering what is wrong with those statements, thanks for sticking around.

What’s the Point of a Plan?

Let’s begin with two of three primary purposes of a plan. The first is to articulate what it is you want, how you envision getting there, and how you will measure progress along the way. A plan has to evolve and adjust to the realities that impact its potential for success – positively or negatively, inside your control and outside of your control. Which leads to a second primary purpose of a plan – to anticipate and mitigate against those very things.

Here’s What’s Wrong

So here’s what’s wrong with the two statements. The first one assumes a plan should be static. It shouldn’t be. Of COURSE things change. We change our diets, our hair-dos, our minds, our underwear and yes…we have to change our plans.

The second one assumes that everything happens by chance. On the surface you might think it’s an optimistic point of view. I don’t need a plan because it’s just going to turn out good. But really, it’s a pessimistic way of looking at things. It is the equivalent of saying it really doesn’t matter what you do because things re just going to happen the way they are going to happen.

Let’s Play

Can you imagine a sports team whose coach says, “OK, kids. Just get out there and play and we’ll see how it ends up.”

That’s what running a business without a plan is like. If that’s the way you want to play it, knock yourself out. But if you want to take a more cerebral approach, a great place to start is with my book Business is ART, on sale now. With this book, you’ll learn the ins and outs of creating your vision, forming strategies, and measuring success. Click here to order it today. While you’re at it, please check out my on-line video training designed to teach you the processes and templates described in the book. Clear here to view.

I Quit!

September 29th, 2016 Posted by Business is ART, Entrepreneur 0 thoughts on “I Quit!”

Quit your jobWhen to Quit Your Day Job and Go Full-Time with Your Business

Whoever said winners never quit clearly wasn’t an entrepreneur. At some point, you have to quit many things to become a full-time entrepreneur. One of them is your job.

Unless you have a lot of money in the bank, your significant other makes a significant amount of cash, or you have some serious investment, you may very well need to work elsewhere to fund your dream. And assuming everything goes according to plan, you’ll then need to quit that job and run with your dream.

We touched on this briefly awhile back on the Business is ART podcast at the TrueChat Network (listen to BIA Episode #43 – Creative Juices) with my guest, author and entrepreneur, Mary McFarland, but it bears repeating. Sometimes you need to work elsewhere to fund your dream, and then you’ll need to quit that job to run your dream.

The question is….when do you quit the day job?

Quitting at the Right Time is Crucial

If you wait too long, you may be holding your business back, hurting progress, and burning yourself out. Quit too soon and you could fall into a nasty financial pit. But finding the right point to quit will act as a springboard to your future, positively affecting your mood, your energy, and your momentum.

It Starts with a Plan

Like so many things in business, it’s best to plan ahead. Begin by first planning out your business. I recommend doing two separate plans: a very simple strategic plan that looks out over no more than 3 years and a 1-year business plan. Start with the strategic plan because it forms the foundation for everything you will do going forward. Then move to a simple business plan. Neither of these plans should be lengthy or wordy.

It’s going to take some late nights and weekends to do this since you’re grinding away at your other job. Don’t get discouraged. Know that this is temporary.

Now, once you’ve made plans, a few things should become very clear:

  • That your idea is viable
  • When you should theoretically start making money
  • How much money you’ll be making
  • What your future growth looks like

This will then provide you with enough information to set a target date – that glorious, nerve-racking date that you turn in your resignation and jump in to the full-time entrepreneur waters. Remember, this is a target date. Aim for it. If you miss, take aim again.

From there, you’ll have to take one of the hardest looks at your personal finances that you’ve ever taken.

Accounting for Every Dollar

If you already track your personal finances and expenses, you’re a step ahead. You’ll want to know what you need to live. How much money do you and your family need to pay the bills and put food on the table? This doesn’t include the fun stuff. There will be sacrifices (not the animal kind).

If you’re not willing to sacrifice some personal comfort, you’re probably not serious enough to make your business work. That’s just the truth.

Once you have a rough idea of business growth and a list of your expenses, you should start to have an idea of when you can quit and survive.

There Should Also Be Some Emergency Savings in There

Because you don’t know exactly how your business is going to turn out, you’ll need to save up some money. Ideally, a few months’ worth of expenses. The more runway you can give yourself, the better off you’ll be.

Be Patient, but Not Too Patient

For most people, it’s going to be best to wait until your new business is making some amount of money before you quit. Going from no revenue to healthy revenue can be an unpredictable road.

However, going from some money to more money is much more achievable.

Ideally, you should go until your day job feels like a true pain point. Like it’s holding you back from taking your new business to that next level. When that moment comes, go for it. Don’t hesitate. Don’t say “well, let’s give it a couple more months to be safe.”

Give everything to your new business. You may be surprised by what happens next.

Starting a Business Might Not Be Easy, but It is Possible

..more possible than you might realize. With a viable idea, some planning, and a lot of hard work, that business you’ve always wanted can become a reality. And you can finally leave behind that job you don’t really care about.

Sounds pretty great, doesn’t it?

Increase your chances of success with the proven methods featured in Business is ART. Get the book today at Amazon! You can also sign up for my free webinar on strategic planning by clicking here. Finally, I now have online video training to walk through all of this. It’s an hour and 50 minutes worth of training packed in to 25 short videos where I’ll teach you how to set your vision, develop strategic and business plans, and identify and track the key performance indicators (metrics) most important to you. Check it out here.

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