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Leadership Mashups 100 Entrepreneur Attributes A Visual Sampling From the Complete List  by G.L. Hoffman Created by Adam Walz
3.   Get  c omfortable  asking for  advice  and  help .
3. Get comfortable asking for advice and help.   Although there are plenty of people who have created successful businesses on their own, most need help. They bring the basic skills and passion, but learning from others is absolute paramount.  If you are someone who knows everything, good luck.   Seriously, good luck.  There are many, many friendly resources that are willing to help you get up and going. You just need to find them, and ask for their help and advice. These folks LOVE and WANT to help you.
Find a metaphor  that  works for your business idea.   6.
6. Find a metaphor that works for your  business idea.  It will just help you identify your business to others.  Are you the FEDEX of dog products? The   Amazon of doll clothes?  The Heath brothers have written a very clever little book called  Made to Stick , which helps develop this theme more completely.
Love   your prospects.   8.
8. Love your prospects.  … This was really brought home to me several years ago, when I attended a new company investor presentation. After the very professional presentation, the co-founder was asked in a small, friendly group of people, if he had always believed in this approach. (The company was in the self-help space.) He said,  ‘No, I don’t believe in it, but it looks like a wide open market.’  If you are approaching the business from a purely economic standpoint, you CAN make it work. All I am saying is it makes it all more fun and believable if you love the prospects and customers. Warren Buffet owns Dairy Queen and I ‘d bet you a marshmallow Blizzard that even Warren loves DQ ice cream…
Know what  YOU  are good at.  9.
9. Know what you are good at. Chances are, you are very good at one thing. You will be successful if you can get yourself in position to use your one thing more often in a positive way.  It is not a problem if you are not good in every facet of your business.  It is more important that you realize that others can do what you cannot.
Get good at   motivating yourself.   13.
13. Get good at motivating yourself.   During tough times, can you do it? It is easy to motivate yourself when all is well…much harder, when it is fourth down and time is running out.  Be self aware enough to understand this ability or capability in yourself.  Find something that seems to work constantly, some trigger or mechanism that allows you to keep on keeping on…
Delayed gratification is necessary. 21.
21. Delayed gratification is necessary.  Stretch your arms out to your sides. One hand is pulling on a rope and the other hand is holding the bell. Some people need the bell to ring at the same time as the rope is being pulled. Others don’t.  Often, there is a significant time delay between pulling the rope and hearing the bell ring in a new company.  This is true whether you are investing in sales people or a new product. It is surely true when you are thinking up your own exit from the business.
To sell many, sell one. 23.
23. To sell many, sell one. To build your company, you have to sell multiples. You can’t just sell one.  Anyone can sell ONE.  The trick is to sell a lot, right? Sure. But before you can sell many, you have to sell that one single customer so that he is excited and pleased to have your product or service. This is why when you talk to venture capital investors, they are obnoxiously insistent on waiting until someone buys something from your company. Everything else is classroom.
Ready, Aim, Fire 26.
26. Ready, aim, fire.  Back when Beowulf was a lad, he used his trusty old slingshot to attack his enemies, kill squirrels and impress the maidens. Chances are he didn’t aim all that much. What he did was just let ‘er fly. If the rock fell short, he adjusted so the next time he got closer, and closer the next time. Same thing in a new startup.  The situation favors action over planning.  It really should be ready-fire-adjust. One of my favorite cartoons is the one with the two buzzards sitting in the tree waiting for the man to die from thirst…”Patience, hell,” says one to the other, “I want to eat something.”
Just Stay  in Business 30.
30. Just stay in business.  Too many new companies flame out, just like the after-burner on some supersonic jet. The pilot kicks in the after-burner for an added jolt of power, but once it happens, that’s it, no more power. If you can just continue your new business, first year to the second year, then to the third year…chances are great, you will make it.  Do whatever it takes to make it to that third year. Don’t flame out.
Are you  OK   with being in charge? 35.
35. Are you OK with being in charge?  At the end of the day, in your new developing company, you are IT. It makes no difference how complete your team or even how good it is, or how well you are doing. You are in charge, everyone looks to you.  You need to figure out THE key success factor in your business and get all consumed by it.  In Varitronics, our key success factor early in the business was getting our dealer network signed up. I thought it was so important, that I hit the road for weeks at a time, meeting and telling our story to potential dealers. Your consuming focus might be to get financing. This top line focus is your responsibility.
44. Suggestion boxes suck.
44. Suggestion boxes suck.   I know there are a lot of management gurus who recommend having suggestions boxes spread around a business, to generate improvement ideas.  If you need a box to generate such response, some other communication process needs fixing.  If you ask for suggestions, you have to react to each and every one…
Find a lead dog.   46.
46. Find a lead dog.  It is absolutely imperative that you find and nurture a top performing sales person. If you don’t, high level goals are nearly hard to achieve.  Always keep your eyes out for this sales leader.  He will help you in many, many ways.
Know the lyrics,  understand the tune.   48.
48. Know the lyrics, understand the tune.  Business schools are very good at giving you the background and knowledge to deal with many business issues. What they are not good at is helping you know what to do when someone has an issue with drugs or alcohol. What do you do?  What is your responsibility?  What about trust? How long do you stay with a key guy who is not performing?  What is the tune here? Can you hear it?
Talk to your competitors, don’t run from them. 58.
58. Talk to your competitors, don’t run  from them.   This may be a bit counter-intuitive and it might not work well in your industry, granted. Talk to them at trade shows, conferences, even on the phone…don’t talk strategy or tactics, talk about the industry in general. You can learn a lot by talking to someone who is confronting the same issues.  One never knows what you might learn …. if your competitor calls and wants to meet, for goodness’ sake, meet…if nothing else, to size up your competitor.
People who say they can raise money for your startup usually can’t.   63.
63. People who say they can raise money  for your startup usually can’t.  I don’t care how smart, connected or rich their friends, this almost always does not work.  This is your job.  Talk to them, yes, but never stop raising money your own damn self.
Assume goodwill; but audit,  measure and  lock the doors. 71.
71. Assume goodwill; but audit, measure  and lock the doors.  I really believe in the inherent goodness in most people. This is true of your employees, customers and any other stakeholder you might have in your new business. In other words, don’t go out looking for trouble where none exists. At the same time, realize that nothing gets improved until it gets measured. Only then can you understand if you got the result you needed…without concrete measurement devices, you are running a hobby business. Lastly, lock the doors.  I loved my kids, but I still checked the liquor cabinet.
No one cares as much about it as  you  do .   75.
75. No one cares as much about it as you do.  Your new company will consume you, and even most of your employees. Realize that most other people will not have heard about, or even care that you have a brand new widget. Your big dilemma about increasing prices?…they won’t even recognize it or care.  As one old curmudgeon told me once, “we are nothing but pimples on the ass of progress.”  I got the message.
84.   Worry less about the big competitors and more about the guy in the garage.
84. Worry less about the big competitors  and more about the guy in the garage.  The typical new entrepreneur is overly concerned about what General Motors will do….  Most of the time, the large company will completely discount and disregard your offerings.  When Scott and I started Varitronics, Kroy Inc. really discounted our offering, even made fun of us personally. This is more common than you would think—so don’t worry about the big guys, worry more about the guy just like you, with a slightly bigger garage.
88.  Sunshine pump.
88. Sunshine pump.  Let’s say you are having a bad day and a friend calls you. He is obviously down about something, almost depressed—one, can you hear it in his voice and two, by simply talking to him over the phone,  can you make his day brighter?
93.  Screw security.
93. Screw security.   If you are all about safety, benefits protection, fast cars and big cigars, you might not have the real, down-deep confidence it might take. Actually, I am not sure it is confidence or stupidity—what it is, is  a belief that no matter what, at the end of the day, you can figure it out, and make it all happen.
100.  Humorous.
100. Humorous.  I saved the best and most critical for last. Startups are full of pressure, and the release mechanism is humor. These people are quick witted, sometimes profane, and love to laugh with people. They will say the most inappropriate things and at the exact wrong moment.  People are not sure if he’s crazy like a fox or simply crazy.
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Leadership Mashups: 100 Entrepreneur Attributes

  • 1. Leadership Mashups 100 Entrepreneur Attributes A Visual Sampling From the Complete List by G.L. Hoffman Created by Adam Walz
  • 2. 3. Get c omfortable asking for advice and help .
  • 3. 3. Get comfortable asking for advice and help. Although there are plenty of people who have created successful businesses on their own, most need help. They bring the basic skills and passion, but learning from others is absolute paramount. If you are someone who knows everything, good luck. Seriously, good luck. There are many, many friendly resources that are willing to help you get up and going. You just need to find them, and ask for their help and advice. These folks LOVE and WANT to help you.
  • 4. Find a metaphor that works for your business idea. 6.
  • 5. 6. Find a metaphor that works for your business idea. It will just help you identify your business to others. Are you the FEDEX of dog products? The Amazon of doll clothes? The Heath brothers have written a very clever little book called Made to Stick , which helps develop this theme more completely.
  • 6. Love your prospects. 8.
  • 7. 8. Love your prospects. … This was really brought home to me several years ago, when I attended a new company investor presentation. After the very professional presentation, the co-founder was asked in a small, friendly group of people, if he had always believed in this approach. (The company was in the self-help space.) He said, ‘No, I don’t believe in it, but it looks like a wide open market.’ If you are approaching the business from a purely economic standpoint, you CAN make it work. All I am saying is it makes it all more fun and believable if you love the prospects and customers. Warren Buffet owns Dairy Queen and I ‘d bet you a marshmallow Blizzard that even Warren loves DQ ice cream…
  • 8. Know what YOU are good at. 9.
  • 9. 9. Know what you are good at. Chances are, you are very good at one thing. You will be successful if you can get yourself in position to use your one thing more often in a positive way. It is not a problem if you are not good in every facet of your business. It is more important that you realize that others can do what you cannot.
  • 10. Get good at motivating yourself. 13.
  • 11. 13. Get good at motivating yourself. During tough times, can you do it? It is easy to motivate yourself when all is well…much harder, when it is fourth down and time is running out. Be self aware enough to understand this ability or capability in yourself. Find something that seems to work constantly, some trigger or mechanism that allows you to keep on keeping on…
  • 12. Delayed gratification is necessary. 21.
  • 13. 21. Delayed gratification is necessary. Stretch your arms out to your sides. One hand is pulling on a rope and the other hand is holding the bell. Some people need the bell to ring at the same time as the rope is being pulled. Others don’t. Often, there is a significant time delay between pulling the rope and hearing the bell ring in a new company. This is true whether you are investing in sales people or a new product. It is surely true when you are thinking up your own exit from the business.
  • 14. To sell many, sell one. 23.
  • 15. 23. To sell many, sell one. To build your company, you have to sell multiples. You can’t just sell one. Anyone can sell ONE. The trick is to sell a lot, right? Sure. But before you can sell many, you have to sell that one single customer so that he is excited and pleased to have your product or service. This is why when you talk to venture capital investors, they are obnoxiously insistent on waiting until someone buys something from your company. Everything else is classroom.
  • 17. 26. Ready, aim, fire. Back when Beowulf was a lad, he used his trusty old slingshot to attack his enemies, kill squirrels and impress the maidens. Chances are he didn’t aim all that much. What he did was just let ‘er fly. If the rock fell short, he adjusted so the next time he got closer, and closer the next time. Same thing in a new startup. The situation favors action over planning. It really should be ready-fire-adjust. One of my favorite cartoons is the one with the two buzzards sitting in the tree waiting for the man to die from thirst…”Patience, hell,” says one to the other, “I want to eat something.”
  • 18. Just Stay in Business 30.
  • 19. 30. Just stay in business. Too many new companies flame out, just like the after-burner on some supersonic jet. The pilot kicks in the after-burner for an added jolt of power, but once it happens, that’s it, no more power. If you can just continue your new business, first year to the second year, then to the third year…chances are great, you will make it. Do whatever it takes to make it to that third year. Don’t flame out.
  • 20. Are you OK with being in charge? 35.
  • 21. 35. Are you OK with being in charge? At the end of the day, in your new developing company, you are IT. It makes no difference how complete your team or even how good it is, or how well you are doing. You are in charge, everyone looks to you. You need to figure out THE key success factor in your business and get all consumed by it. In Varitronics, our key success factor early in the business was getting our dealer network signed up. I thought it was so important, that I hit the road for weeks at a time, meeting and telling our story to potential dealers. Your consuming focus might be to get financing. This top line focus is your responsibility.
  • 23. 44. Suggestion boxes suck. I know there are a lot of management gurus who recommend having suggestions boxes spread around a business, to generate improvement ideas. If you need a box to generate such response, some other communication process needs fixing. If you ask for suggestions, you have to react to each and every one…
  • 24. Find a lead dog. 46.
  • 25. 46. Find a lead dog. It is absolutely imperative that you find and nurture a top performing sales person. If you don’t, high level goals are nearly hard to achieve. Always keep your eyes out for this sales leader. He will help you in many, many ways.
  • 26. Know the lyrics, understand the tune. 48.
  • 27. 48. Know the lyrics, understand the tune. Business schools are very good at giving you the background and knowledge to deal with many business issues. What they are not good at is helping you know what to do when someone has an issue with drugs or alcohol. What do you do? What is your responsibility? What about trust? How long do you stay with a key guy who is not performing? What is the tune here? Can you hear it?
  • 28. Talk to your competitors, don’t run from them. 58.
  • 29. 58. Talk to your competitors, don’t run from them. This may be a bit counter-intuitive and it might not work well in your industry, granted. Talk to them at trade shows, conferences, even on the phone…don’t talk strategy or tactics, talk about the industry in general. You can learn a lot by talking to someone who is confronting the same issues. One never knows what you might learn …. if your competitor calls and wants to meet, for goodness’ sake, meet…if nothing else, to size up your competitor.
  • 30. People who say they can raise money for your startup usually can’t. 63.
  • 31. 63. People who say they can raise money for your startup usually can’t. I don’t care how smart, connected or rich their friends, this almost always does not work. This is your job. Talk to them, yes, but never stop raising money your own damn self.
  • 32. Assume goodwill; but audit, measure and lock the doors. 71.
  • 33. 71. Assume goodwill; but audit, measure and lock the doors. I really believe in the inherent goodness in most people. This is true of your employees, customers and any other stakeholder you might have in your new business. In other words, don’t go out looking for trouble where none exists. At the same time, realize that nothing gets improved until it gets measured. Only then can you understand if you got the result you needed…without concrete measurement devices, you are running a hobby business. Lastly, lock the doors. I loved my kids, but I still checked the liquor cabinet.
  • 34. No one cares as much about it as you do . 75.
  • 35. 75. No one cares as much about it as you do. Your new company will consume you, and even most of your employees. Realize that most other people will not have heard about, or even care that you have a brand new widget. Your big dilemma about increasing prices?…they won’t even recognize it or care. As one old curmudgeon told me once, “we are nothing but pimples on the ass of progress.” I got the message.
  • 36. 84. Worry less about the big competitors and more about the guy in the garage.
  • 37. 84. Worry less about the big competitors and more about the guy in the garage. The typical new entrepreneur is overly concerned about what General Motors will do…. Most of the time, the large company will completely discount and disregard your offerings. When Scott and I started Varitronics, Kroy Inc. really discounted our offering, even made fun of us personally. This is more common than you would think—so don’t worry about the big guys, worry more about the guy just like you, with a slightly bigger garage.
  • 38. 88. Sunshine pump.
  • 39. 88. Sunshine pump. Let’s say you are having a bad day and a friend calls you. He is obviously down about something, almost depressed—one, can you hear it in his voice and two, by simply talking to him over the phone, can you make his day brighter?
  • 40. 93. Screw security.
  • 41. 93. Screw security. If you are all about safety, benefits protection, fast cars and big cigars, you might not have the real, down-deep confidence it might take. Actually, I am not sure it is confidence or stupidity—what it is, is a belief that no matter what, at the end of the day, you can figure it out, and make it all happen.
  • 43. 100. Humorous. I saved the best and most critical for last. Startups are full of pressure, and the release mechanism is humor. These people are quick witted, sometimes profane, and love to laugh with people. They will say the most inappropriate things and at the exact wrong moment. People are not sure if he’s crazy like a fox or simply crazy.
  • 44.
  • 45.