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Characteristics of a SuccessfulEntrepreneurMost people desire to be an entrepreneur. Becoming your own boss and

creating your own career is very attractive to most people. Additionally,

many movies glorify people who found a way to make a living on theirown. However, not everyone has an entrepreneurial mindset. If you ever

desired to be an entrepreneur, you need to examine yourself. Here are

the top five ualities of an entrepreneur.

!. "hey are self-motivated

#uccessful entrepreneurs do not need someone who holds them

accountable or forces them to be efficient and productive. $nfortunately,

without a manager, many people can not take their business past theplanning stages. It takes hard work to create your own business% most

people need someone who forces them to keep working. Moreover, when

people do not have someone to hold them accountable, they may let

their work&s uality suffer. 'or example, many freelance writers set theirown hours and choose their workload. However, for this same reason,

many freelance writers do not work how they ought to work.

(. "hey are creative

)hen creating a business idea, many entrepreneurs have to be verycreative. "here is a good chance that someone else has alreadyestablished himself as the authority for the niche that a new

entrepreneur chooses. However, with a little creative twist, new

entrepreneurs can take old ideas or business models and revolutioni*e

them, making them attractive to potential clients or customers.

+. "hey are intuitive

ntrepreneurs do not become successful due to luck. very successfulentrepreneur created his own path with his intelligence, creativity and

intuition. Business models are constantly changing. -onseuently, theway business owners market and grow their business constantly

changes. "he most successful entrepreneurs understand how fast current

trends change. More importantly, however, they know how to keep up

with the changes.

. "hey are authoritative

If you were to open your own business, you would learn very uicklythat there are many people with whom you need to network. However,

not everyone has your best interest in mind. /ou may encounter


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naysayers, manipulators and scammers. "herefore, you must not allow

yourself to be easily influenced% you must be authoritative. "hough there

is nothing wrong with taking advice or opinions, in the end, you must

make decisions that you strongly believe will better your company.

0. "hey are strong-willed

#uccessful entrepreneurs startedtheir business with a vision 1 a dream.

"hey acted on their dream by taking small steps towards accomplishing

their goals. )ith every step, entrepreneurs get closer to attaining theirultimate goal or vision. However, not all steps are easy to take.

$nfortunately, nothing worth fighting for is easy to attain. #uccessful

entrepreneurs only made it past the difficult times by being strong1

willed. "hey never let pessimism, difficulty or any other problems standin their way.

If you think you have these five ualities, you may have the mindset ofan entrepreneur. veryone has the ability to follow their dreams.

However, only some people actually try.

7 Characteristics of

Successful EntrepreneursDavid Cummings/ May 5, 2012

Everyone loves to pontifcate about what it takes to be a successulentrepreneur, mysel included !here"s no one #ri$ht% answer but rathermany di&erent traits, that when combined, result in $reat outcomes'ere are the seven most common characteristics ("ve observed aboutsuccessul entrepreneurs)

Forward-looking* able to anticipate trends, opportunities, and utureor$ani+ational challen$es

Hard working* they love puttin$ in the hours and reali+in$ a sense osatisaction when accomplishin$ $oals

Passionate* true enthusiasm and ener$y around the work that theydo

Opinionated* ready and willin$ to take a stand or how they believethin$s should be done

Confdent* when someone looks you in the eye and tells you they can
http://www.iplanner.net/business-financial/online/start.aspxhttp://davidcummings.org/author/davidcummings/http://davidcummings.org/2012/05/05/7-characteristics-of-successful-entrepreneurs/http://davidcummings.org/author/davidcummings/http://davidcummings.org/2012/05/05/7-characteristics-of-successful-entrepreneurs/http://www.iplanner.net/business-financial/online/start.aspx


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do it, even i it"s ar etched, you"re more likely to believe themResourceul* when there are so many unknowns, it takes uniue

talent to put everythin$ to$ether on the -yPositive* with the roller coaster ride that is entrepreneurship, stayin$

positive helps the team $et throu$h very low lows.otice ( didn"t say smart, hi$h inte$rity, or any number o other commoncharacteristics that mi$ht be thrown around !hose are oten present but("ve seen cases where some items were less than desired !hese sevencharacteristics have proved to be the most common in successulentrepreneurs ( know

hat else hat are your thou$hts on these seven characteristics osuccessul entrepreneurs

5 CommonCharacteristics OfSuccessful Home-BasedEntrepreneurs


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Regardless of your definition of success, there are, oddly enough, agreat number of common characteristics that are shared bysuccessful businesspeople. You can place a check beside eachcharacteristic that you feel that you possess. This way, you can seehow you stack up. Een if you don!t hae all of these characteristics,don!t fret. "ost can be learned with practice and by deeloping awinning attitude, especially if you set goals and apply yourself,through strategic planning, to reach those goals in incremental andmeasurable stages.The Home Business MustsLike any activity you pursue, there are certain musts that arerequired to be successful in a chosen activity. To legally operate avehicle on public roadways, one must have a driver's license; toexcel in sports, one must train and practice; to retire comfortably,one must become an informed investor and actively invest forretirement. f your goal is success in business, then the formula isno different. There are certain musts that have to be fullydeveloped, implemented and managed for your business tosucceed. There are many business musts, but this article contains

believe to be some of the more important musts that are required tostart, operate and grow a profitable home business.1. Do what you enjoy.!hat you get out of your business in theform of personal satisfaction, financial gain, stability and en"oymentwill be the sum of what you put into your business. #o if you don'ten"oy what you're doing, in all likelihood it's safe to assume that willbe reflected in the success of your business$$or subsequent lack of

success. n fact, if you don't en"oy what you're doing, chances areyou won't succeed.2. Take what you do seriously.%ou cannot expect to be effectiveand successful in business unless you truly believe in your businessand in the goods and services that you sell. &ar too many homebusiness owners fail to take their own businesses seriously enough,getting easily sidetracked and not staying motivated and keeping

their noses to the grindstone. They also fall prey to naysayers whodon't take them seriously because they don't work from an office
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building, office park, storefront, or factory. Little do these skeptics,who rain on the home business owner's parade, know is that thenumber of people working from home, and making very goodannual incomes, has grown by leaps and bounds in recent years

3. Plan everything.lanning every aspect of your home business isnot only a must, but also builds habits that every home businessowner should develop, implement, and maintain. The act ofbusiness planning is so important because it requires you toanaly(e each business situation, research and compile data, andmake conclusions based mainly on the facts as revealed throughthe research. )usiness planning also serves a second function,which is having your goals and how you will achieve them, onpaper. %ou can use the plan that you create both as map to takeyou from point * to + and as a yardstick to measure the success ofeach individual plan or segment within the plan.4. Manage money wisely.The lifeblood of any business enterpriseis cash flow. %ou need it to buy inventory, pay for services, promoteand market your business, repair and replace tools and equipment,and pay yourself so that you can continue to work. Therefore, allhome business owners must become wise money managers toensure that the cash keeps flowing and the bills get paid. There aretwo aspects to wise money management. The money you receive from clients in exchange for your goods

and services you provide income- The money you spend on inventory, supplies, wages and other

items required to keep your business operating. expenses-

. !sk "or the sale.* home business entrepreneur must alwaysremember that marketing, advertising, or promotional activities arecompletely worthless, regardless of how clever, expensive, orperfectly targeted they are, unless one simple thing isaccomplished$$ask for the sale. This is not to say that being a greatsalesperson, advertising copywriting whi( or a public relationsspecialist isn't a tremendous asset to your business. owever, all ofthese skills will be for naught if you do not actively ask people to

buy what you are selling.


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#. $emem%er it&s all a%out the 'ustomer.%our home business isnot about the products or services that you sell. %our homebusiness is not about the prices that you charge for your goods andservices. %our home business is not about your competition and

how to beat them. %our business is all about your customers, orclients, period. *fter all, your customers are the people that willultimately decide if your business goes boom or bust. /verythingyou do in business must be customer focused, including yourpolicies, warranties, payment options, operating hours,presentations, advertising and promotional campaigns and website.n addition, you must know who your customers are inside out andupside down.(. Be'ome a shameless sel")*romoter +without %e'omingo%no,ious-.0ne of the greatest myths about personal or businesssuccess is that eventually your business, personal abilities,products or services will get discovered and be embraced by themasses that will beat a path to your door to buy what you areselling. )ut how can this happen if no one knows who you are, whatyou sell and why they should be buying1 Self#promotion is one ofthe most beneficial, yet most underutili$ed, marketing tools that thema%ority of home business owners hae at their immediate disposal.. Proje't a *ositive %usiness image.%ou have but a passingmoment to make a positive and memorable impression on peoplewith whom you intend to do business. ome business owners mustgo out of their way and make a conscious effort to always pro"ectthe most professional business image possible. The ma"ority ofhome business owners do not have the advantage of elaborate

offices or elegant storefronts and showrooms to wow prospects andimpress customers. nstead, they must rely on imagination,creativity and attention to the smallest detail when creating andmaintaining a professional image for their home business./. 0et to know your 'ustomers.0ne of the biggest features andoften the most significant competitive edge the home basedentrepreneur has over the larger competitors is the he can offer

personali(ed attention. 2all it high$tech backlash if you will, butcustomers are sick and tired of hearing that their information is


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somewhere in the computer and must be retrieved, or told to push ado(en digits to finally get to the right department only to end up withvoice mail$$from which they never receive a return phone call.

The home business owner can actually answer phone calls, get toknow customers, provide personal attention and win over repeatbusiness by doing so. t's a researched fact that most business 34percent- will come from repeat customers rather than newcustomers. Therefore, along with trying to draw newcomers, themore you can do to woo your regular customers, the better off youwill be in the long run and personali(ed attention is very muchappreciated and remembered in the modern high tech world.1. evel the *laying "ield with te'hnology.%ou should avoidgetting overly caught up in the high$tech world, but you should alsoknow how to take advantage of using it. 0ne of the most ama(ingaspects of the internet is that a one or two person businessoperating from a basement can have a superior website to a 564million company, and nobody knows the difference. 7ake sureyou're keeping up with the high$tech world as it suits your needs..The best technology is that which helps you, not that whichimpresses your neighbors.11. Build a to*)not'h %usiness team.8o one person can build asuccessful business alone. t's a task that requires a team that is ascommitted as you to the business and its success. %our businessteam may include family members, friends, suppliers, businessalliances, employees, sub$contractors, industry and businessassociations, local government and the community. 0f course themost important team members will be your customers or clients.

*ny or all may have a say in how your business will function and astake in your business future.

12. Be'ome known as an e,*ert.!hen you have a problem thatneeds to be solved, do you seek "ust anyone's advice or do youseek an expert in the field to help solve your particular problem10bviously, you want the most accurate information and assistance

that you can get. %ou naturally seek an expert to help solve yourproblem. %ou call a plumber when the hot water tank leaks, a real


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estate agent when it's time to sell your home or a dentist when youhave a toothache. Therefore, it only stands to reason that the moreyou become known for your expertise in your business, the morepeople will seek you out to tap into your expertise, creating more

selling and referral opportunities. n effect, becoming known as anexpert is another style of prospecting for new business, "ust inreverse. nstead of finding new and qualified people to sell to, thesepeople seek you out for your expertise.

13. reate a 'om*etitive advantage.* home business must havea clearly defined unique selling proposition. This is nothing morethan a fancy way of asking the vital question, 9!hy will peoplechoose to do business with you or purchase your product or serviceinstead of doing business with a competitor and buying his productor service19 n other words, what one aspect or combination ofaspects is going to separate your business from your competition1!ill it be better service, a longer warranty, better selection, longerbusiness hours, more flexible payment options, lowest price,personali(ed service, better customer service, better return andexchange policies or a combination of several of these114. nvest in yoursel".Top entrepreneurs buy and read businessand marketingbooks, maga(ines, reports, "ournals, newsletters,websites and industry publications, knowing that these resourceswill improve their understanding of business and marketingfunctions and skills. They "oin business associations and clubs, andthey network with other skilled business people to learn theirsecrets of success and help define their own goals and ob"ectives.Top entrepreneurs attend business and marketing seminars,workshops and training courses, even if they have alreadymastered the sub"ect matter of the event. They do this because theyknow that education is an ongoing process. There are usually waysto do things better, in less time, with less effort. n short, topentrepreneurs never stop investing in the most powerful, effectiveand best business and marketing tool at their immediate disposal$$themselves.

1. Be a''essi%le.!e're living in a time when we all expect our fastfood lunch at the drive$thru window to be ready in mere minutes,
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our dry cleaning to be ready for pick$up on the same day, ourmoney to be available at the cash machine and our pi((a deliveredin :4 minutes or it's free. %ou see the pattern developing$$you mustmake it as easy as you can for people to do business with you,

regardless of the home business you operate.%ou must remain cogni(ant of the fact that few people will workhard, go out of their way, or be inconvenienced "ust for the privilegeof giving you their hard$earned money. The shoe is always on theother foot. 7aking it easy for people to do business with you meansthat you must be accessible and knowledgeable about yourproducts and services. %ou must be able to provide customers withwhat they want, when they want it.

1#. Build a ro'k)solid re*utation.* good reputationis unquestionably one ofthe home business owner's most tangible and marketable assets. %ou can'tsimply buy a good reputation; it's something that you earn by honoring yourpromises. f you promise to have the merchandise in the customer's hands by!ednesday, you have no excuse not to have it there. f you offer to repairsomething, you need to make good on your offer. 2onsistency in what youoffer is the other key factor. f you cannot come through with the same level ofservice and products- for clients on a regular basis, they have no reason to

trust you . . . and without trust, you won't have a good reputation.1(. 5ell%ene"its.ushing product features is for inexperienced or wannabeentrepreneurs. #elling the benefits associated with owning and using theproducts and services you carry is what sales professionals worldwide focuson to create buying excitement and to sell, sell more, and sell more frequentlyto their customers. %our advertising, sales presentations, printed marketingmaterials, product packaging, website, newsletters, trade show exhibit andsignage are vital. /very time and every medium used to communicate withyour target audience must always be selling the benefits associated with

owning your product or using your service.

1. 0et involved.*lways go out of your way to get involved in the communitythat supports your business. %ou can do this in many ways, such as pitchingin to help local charities or the food bank, becoming involved in organi(ingcommunity events, and getting involved in local politics. %ou can "oinassociations and clubs that concentrate on programs and policies designed toimprove the local community. t's a fact that people like to do business withpeople they know, like and respect, and with people who do things to helpthem as members of the community.

1/. 0ra% attention.#mall$business owners cannot waste time, money and
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energy on promotional activities aimed at building awareness solely throughlong$term, repeated exposure. f you do, chances are you will go broke longbefore this goal is accomplished. nstead, every promotional activity youengage in, must put money back in your pocket so that you can continue tograb more attention and grow your business.2. Master the art o"

negotiations.The ability to negotiate effectivelyis unquestionably a skill thatevery home business owner must make every effort to master. t's perhapssecond in importance only to asking for the sale in terms of home businessmusts. n business, negotiation skills are used daily. *lways remember thatmastering the art of negotiation means that your skills are so finely tuned thatyou can always orchestrate a win$win situation. These win$win arrangementsmean that everyone involved feels they have won, which is really the basis forbuilding long$term and profitable business relationships.

21. Design 6our works*a'e "or su''ess.2arefully plan and design yourhome office workspace to ensure maximum personal performance andproductivity and, if necessary, to pro"ect professionalism for visiting clients. fat all possible, resist the temptation to turn a corner of the living room or yourbedroom into your office. deally, you'll want a separate room with a door thatcloses to keep business activities in and family members out, at least duringprime business and revenue generating hours of the day. * den, sparebedroom, basement or converted garage are all ideal candidates for your newhome office. f this is not possible, you'll have to find a means of converting aroom with a partition or simply find hours to do the bulk of your work when

nobody else is home.

22. 0et and stay organi7ed.The key to staying organi(ed is not about whichtype of file you have or whether you keep a stack or two of papers on yourdesk, but it's about managing your business. t's about having systems inplace to do things. Therefore, you wan to establish a routine by which youcan accomplish as much as possible in a given workday, whether that's threehours for a part$time business or seven or nine hours as a full$timer. n fact,you should develop systems and routines for "ust about every single business

activity. #mall things such as creating a to$do list at the end of each businessday, or for the week, will help keep you on top of important tasks to tackle.2reating a single calendar to work from, not multiple sets for individual tasksor "obs, will also ensure that "obs are completed on schedule andappointments kept. ncorporating family and personal activities into your workcalendar is also critical so that you work and plan from a single calendar.

23. Take time o"".The temptation to work around the clock is very real forsome home business owners. *fter all, you don't have a manager telling youit's time to go home because they can't afford the overtime pay. /very personworking from home must take time to establish a regular work schedule thatincludes time to stretch your legs and take lunch breaks, plus some days off
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and scheduled vacations. 2reate the schedule as soon as you have made thecommitment to start a home business. 0f course, your schedule will have tobe flexible. %ou should, therefore, not fill every possible hour in the day. iveyourself a backup hour or two. *ll work and no play makes you burn out veryfast and grumpy customer service is not what people want.

24. imit the num%er o" hats you wear.t's difficult for most business ownersnot to take a hands$on approach. They try to do as much as possible andtackle as many tasks as possible in their business. The ability to multitask, infact, is a common trait shared by successful entrepreneurs. owever, once ina while you have to stand back and look beyond today to determine what's inthe best interest of your business and yourself over the long run. 7ost highlysuccessful entrepreneurs will tell you that from the time they started out, theyknew what they were good at and what tasks to delegate to others.

2. 8ollow)u* 'onstantly.2onstant contact, follow$up, and follow$throughwith customers, prospects, and business alliances should be the mantra ofevery home business owner, new or established. 2onstant and consistentfollow$up enables you to turn prospects into customers, increase the value ofeach sale and buying frequency from existing customers, and build strongerbusiness relationships with suppliers and your core business team. &ollow$upis especially important with your existing customer base, as the real workbegins after the sale. t's easy to sell one product or service, but it takes workto retain customers and keep them coming back.

James Stephenson is an experienced home based consultant with more than15 years of business

5igns 6ou Might Be an9ntre*reneur

)% 7arch ?3, ?4@A>

:B 2omments>
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/ntrepreneurs are a unique group of people. 8ot only do they thinkdifferently; they act differently. They draw on personalitytraits, habits andmind$sets to come up with ideas that straddle the line between insanity andgenius. )ut "ust because youCre an original thinker and came up with an ideato replace gasoline in cars doesnCt mean youCre cut out to be anentrepreneur.

f you ever wondered if you were an entrepreneur, check out the following list.

%ou may not have all these traits or skills, yet if you have some, this is apretty good indicator that you have what it takes.

$elated; The ( Traits o" 5u''ess"ul 9ntre*reneurs

@. %ou come from a family of individuals who "ust couldn't work for someoneelse. %our parents worked for themselves. Though this isn't true for everyentrepreneur myself included-, many have a family history with one or both

parents having been self$employed.

?. %ou hate the status quo. %ouCre a person who is always questioning whypeople do the things they do. %ou strive to make things better and are willingto take action on it.

:. %ouCre self$confident. ave you ever met an entrepreneur who waspessimistic or self$loathing1 *fter all, if you donCt have confidence, how canothers believe in you1 7ost entrepreneurs are very optimistic abouteverything around them.

A. %ouCre passionate. There will be times when you spend an excessive
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amount of time and do not make a dollar. tCs your passion that will keep yougoing.

6. %ou donCt take no for an answer. *n entrepreneur never gives up $$ ever.

B. %ou have the ability to create unlikely partnerships from out of nowherebecause of your ability to connect the dots. eople tend to gravitate towardyou because you are likable. 7any times this is because of your passion.

D. %ou spend more time with your co$founder than your spouse or significantother.

3. %ou dropped out of college like )ill ates, #teve


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@E. %ou work more than B4 hours a week; yet you earned more money at anhourly "ob when you were in high school.

?4. %ou want to be in control and in command of your own company. %outypically like overseeing most things that go on at your company.

$elated; !nswer These 3


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::. %our dress code is shabby chic and your suit is "ust collecting dust. %ouprefer T$shirts and "eans over a suit any day.

:A. %ouCre unrealistic. *s an inventor or innovator, you kind of have to be thisway.

:6. %ou think outside of the box. f not, what will change1

:B. %ouCre a charming and charismatic person.

:D. =ules donCt apply to you. !eCre not talking about breaking the law.nstead, you believe in efficiency and will bend rules to make things runsmoothly.

:3. %ou reali(e that you canCt do everything alone. %ou have an idea and can

promote it but also know that youCre not skilled at every task of running abusiness.

:E. %ouCre very opinionated. That's another reason you got fired a lot.

$elated; De)5tress and ?nwind >ith These 3 8ree $ela,ation !**s

A4. %ouCre unpredictable. *s an entrepreneur, you know how quickly thingscan change. Thankfully, you're ready and willing to make ad"ustments.

A@. %ou en"oy being with a group but don't relish much being alone. %ouprobably get most energetic when working with groups of more than fourpeople.

A?. %ouCre determined. %ou have to make the impossible possible.

A:. %ou have the support of your friends and family. These are the peoplewho get you. *nd theyCll be there to support you along the way.

AA. tCs normal for you to take a nap under your desk to catch up on sleep.

*fter all, getting eight hours of sleep sometime between @4 p.m. and B a.m. isantiquated.

A6. %ouCve done the market research. %ou know that "ust because you havean incredible idea doesnCt mean that itCs profitable. )ut youCve already lookedinto whether customers will make the purchase.

AB. %ou surround yourself with quality people $$ not leeches who will bring youdown.

AD. %ouCre a bit out there. aving the ability to create something out of nothingtakes a mad$genius type of person. =emember, people thought *lbert/instein was insane before he proved the theory of relativity.
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A3. Fid you ever ask your family, friends or significant other to send you acalendar invite so that you could talk for all of five minutes1

AE. %ou believe that your time is worth more than money.

64. Furing your most recent rant about growth hacking, your spouse orboyfriend or girlfriend- totally understood what you were saying.

/ven if you donCt have all the above traits right now, youCll probably developmore of them over time. *fter all, being an entrepreneur is a lifestyle, not a "obor hobby.

4The ( Traits o" 5u''ess"ul9ntre*reneurs)%

:? 2omments>

Image credit: bothsidesofthetable.com

/nter 9entrepreneurial traits9 into oogle, and the menu of frequent searcheswill complete the query with 9... of #teve


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others. These are the forces of nature that spring to mind for most of us whenwe think of entrepreneurs$$iconic figures who seemed to burst from the wombwith enterprise in their F8*.

They inspire, but they also intimidate. !hat if you weren't born with


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Tena'ity#tarting a business is an ultramarathon. %ou have to be able to live withuncertainty and push through a crucible of obstacles for years on end./ntrepreneurs who can avoid saying uncle have a better chance of finding

their market and outlasting their inevitable mistakes. This trait is known bymany names$$perseverance, persistence, determination, commitment,resilience$$but it's really "ust old$fashioned stick$to$it$iveness.

9Tenacity is 8o. @,9 says 7ike 2olwell, who runs lains *ngels, an owa angelinvestor forum, and the accelerator )usiness nnovation +one for the reaterFes 7oines artnership. 9#o much of entrepreneurship is dealing withrepeated failure. t happens many times each week.9

!hen failure happens, you have to start all over again.


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hard times.9

assion based on your company's specific mission is an intrinsic drive thatprovides the internal reward that can sustain you between paydays.


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)lashack #trahan, who also had to overcome the deaths of her brother andthen her husband shortly afterward. 9The night after the funeral of myhusband, thought maybe should give up, get a "ob and be a mom.9

This is where the ultimate entrepreneurial test takes place, on the mental

battlefield. %ou can go with the fear and quit, or push through it. 9 said no;this idea is going to work,9 )lashack #trahan says. 9!e have the power tocontrol our thoughts. !hen we commit mentally, our action follows.9 #hemade a conscious decision to push through the fear. er company had salesin ?4@? of 5E3 million.

!hile many would feel powerless in the face of such adversity, 9theentrepreneur looks at the situation and knows he has some control over theoutcome,9 says


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future plays out,9 7atityahu says. 9%ou have to be several steps ahead of themarket.9

5el")%elie"#elf$confidence is a key entrepreneurial trait. %ou have to be cra(y$sure yourproduct is something the world needs and that you can deliver it to overcomethe naysayers, who will always deride what the ma"ority has yet to validate.

=esearchers define this trait as task$specific confidence. t's a belief thatturns the risk proposition around$$you've conducted enough research andhave enough confidence that you can get the "ob done that you amelioratethe risk.

9%ou have to have a lot of self$confidence. )e willing to take a risk, but be

conservative,9 says


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raised 56@ million to date, including additional millions from ighland 2apital,which backed his initial concept. e has even hired away executives from the

"ewelry world's biggest retail force, Tiffany M 2o.

$ule)%reaking/ntrepreneurs exist to defy conventional wisdom. * survey last year by =ossLevine of the Kniversity of 2alifornia, )erkeley, and %ona =ubinstein of theLondon #chool of /conomics found that among incorporated entrepreneurs,a combination of 9smarts9 and 9aggressive, illicit, risk$taking activities9 is acharacteristic mix. This often shows up in youth as rebellious behavior, suchas pot$smoking. That description would certainly hold true for some of themost famous entrepreneurs of recent years.

n fact, simply starting a business breaks the rules, as only about @: percent

of *mericans are engaged in entrepreneurship, according to a )abson2ollege report. Foing what the ma"ority isn't doing is the nature ofentrepreneurship, which is where the supply of inner resources comes in.

*re these traits in you1 There's only one way to find out.

The Eight &abits 'f

E(tremely SuccessfulEntrepreneurs


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http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=nJ7SLPhE3uBpFM&tbnid=zOhTk8NQQE8dZM:&ved=0CAUQjRw&url=http%3A%2F%2Fblogs.mcall.com%2F.a%2F6a00d8341c4fe353ef011571d956e6970b-popup&ei=zgJsUvPlEcOgkAfasIGICg&bvm=bv.55123115,d.eW0&psig=AFQjCNHZB138gRlQ_CBhqie0bQg42h9qjw&ust=1382896715009603


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)reat entrepreneurs don*t write great books. +n fact, theydon*t write many books at all.

either fact is surprising. Successful entrepreneurs are

typically too busy innoating to write down much ofanything. -nd on those rare occasions when they attempt tocreate a book, it*s filled with what they did, and not what ledto their idea in the first place. -s a rule, they are notparticularly introspectie.

So if we want to know what makes them successfulin orderto improe our own companies whether we work for a huge

one or our own start upwe need to study them. -nd that ise(actly what + hae been doing professionally for the last /0

years.

&ere*s what + hae found.

1. Look at How They Think, Not at What They Do. +fyou %ust obsered the actions entrepreneurs take, you wouldconclude there isn*t that much to be gained from studyingthem. Each entrepreneur*s behaior is as idiosyncratic asthey are. You would hae to be 2arry 3age and Sergey 4rinto start )oogle5 'prah 6infrey to found &arpo 3roductions.

4utand it is a huge butif you look at how they reason,you see remarkable similarities. The process %ust about all

of them follows in creating their companies looks like this.They

-. 8igure out what they really want to do.

4. Take a small step toward that goal.

C. 3ause after taking that small step to see what they hae

learned.

9. 4uild off that learning and take another small step.


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E. 3ause after taking that step.

8. 4uild off what they learned in step two. -nd then takeanother small step:

+f we were to reduce it to a formula, it would be -ct. 2earn.4uild Repeat.

3ut simply, in the face of an unknown future, entrepreneursact. They deal with uncertainty not by trying to analy$e it, orplanning for eery contingency, or predicting what theoutcomes will be. +nstead, they act, learn from what they

find, and act again.

;. They Start with a Market Need. +deas are easy+bet you can come up with 10 new product or serice ideaswithin fie minutes right now, if you had to. -nd becausenew ideas are plentiful, they are not worth ery much. -s

with anything else, if there is a glutof ideas, in this casethe alue goes down.

4esides, there is no guarantee anyone will buy the great ideayou hae come up with. +f you start with the idea, you needto go in search of customers. +f you begin with the need, youalready hae a marketthe people who need what you hae.

+f you can discoer a market need you can make a fortune.

4ut intriguingly, that is not the primary motiation of themost successful entrepreneurs, and that brings us to thene(t point./. Dont Set Out to Be Rich. The best entrepreneurs don*thae making a fortune as their goal, as they start off. 6ealthis %ust 6ell, if your primary

ob%ectie is to get rich ?uick, you are bound to cut corners,short#change your customers, and fail to take the time to


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truly understand what the market needs. -nd that is truewhether you are trying to get your company off the ground,or are introducing a new product or serice in order to makethis ?uarter*s numbers.

+nstead, they identify the market need we talked about inpoint ;, and get to work.

@.Marketing. (!!t. "o#$ete Di%%erent&y' Theconentional wisdomfind a niche5 $ig when others $agisright, but not particularly helpful. +t lacks, to be kind,specificity. 8ar better is to describe what the best

entrepreneurs do and that is Acompete differently.B

&ow do they do it> &ere are some e(amples

Make small bets. Your resources are limited andstarting anything new is risky. You don*t want to compoundthose risks by betting eerything on one role of the dice.

Make those small bets quickly.o, you don*t want tolose money. 4ut, since you are not risking much, you canafford to fail. )et out in the marketplace fast and letpotential customers tell you if you are onto something.

-ction trumps eerythingespecially planning.

Where do you place those small bets?(I)'biously,

in areas where competitors don*t e(ist, or are weak. ot soobiously, in places where you feel strong. That confidencewill help you oercome the ineitable hurdles you will face.

Where do you place those small bets? (II) ocustomer wants to be entirely dependent on %ust onesupplier, no matter who it is. -sk yourself, what yourcompetitor*s customers want. 4etter yet, ask those

customers yourself.
http://www.forbes.com/sites/actiontrumpseverything/2013/10/12/why-action-trumps-everything-especially-planning-if-you-want-to-achieve-anything-worthwhile/http://www.forbes.com/sites/actiontrumpseverything/2013/10/12/why-action-trumps-everything-especially-planning-if-you-want-to-achieve-anything-worthwhile/


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Let the market define you.3eople will tell you whatthey like, and what they don*t, about your product.+ncorporate their ideas with yours. "aking the world*s best

ideocassette recorder does you no good, if what people

really want are 9Rs.

One step at a time.4e satisfied with making onesignificant improement in a product or serice. You*re

bound to make mistakes %ust attempting one thingmanymore if you try to do too much.

eep lookin! for placeswhere you hae a genuine

competitie edge. That*s where profitability and security lie.Tempting as it may be, don*t try to buy your way intomarkets where you offer the same product at a lower price.That*s where you*ll be ulnerable.

D. inancing. This is perhaps the biggest area people fail tounderstand. 6ith all the attention paid to enture

capitalists, there is a mistaken impression that the bestentrepreneurs begin their companies with millions of dollarsin start up financing. That simply isn*t true.

The actual number is 10F,@1G, according to the Hauffman8oundation, and that figure includes the +t relates back to the ways thatthe best entrepreneurs think about starting theircompanies. Since they are taking small steps, they only needsufficient financing to accomplish the ne(t one.


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G. Tea# Bui&ding.Yes, of course, the company founderneeds to delegate early. You can try to micromanage butthere are four large obstacles if you do)#The business will neer grow bigger than one person


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assuming that eerything is a gift is a good way of looking atthe problems and surprises you*ll encounter in anyendeaor, such as getting a new enture off the ground,obtaining buy#in from your boss, or launching a new

product line in an ultra#competitie market.

6hy take this seemingly 3ollyannaish approach> There arethree key reasons.8irst, you were going to find out eentually what people didand did not like about your idea. 4etter to learn it as soon aspossible, before you sink more resources into the concept,

enture, or product line. You always want to keep potentialloses to a minimum.

Second, the feedback could take you in another direction, orsere as a barrier to your competitors. You thought you

wanted to start a public relations firm but a ?uick sureytold you potential customers thought the field was saturated.4ut more than a few of them said they would loe someone

who could help with their internal communications.

Third, you got eidence. True, it was not what you weree(pecting or een wanted, but that still puts you ahead of theperson who is %ust thinking about doing something +t*s a disappointment. Youwere absolutely certain that your boss would approe youridea for a new software program, and she said no in a waythat is still echoing down the corridor. o reasonable personcan define what you*e encountered as anything but aproblem, and most people will try to sole the problem.


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can trust your instincts and youre not afraid of rejection every now and then

you could be on your way to being an entrepreneur.

Persuasive:You may have the greatest idea in the world, but if you cannot persuade

customers, employees and potential lenders or partners, you may find

entrepreneurship to be challenging. If you enjoy public speaking, engage new

people with ease and find you make compelling arguments grounded in facts, its

likely youre poised to make your idea succeed.

Able to negotiate:As a small business owner, you will need to negotiate everything

from leases to contract terms to rates. Polished negotiation skills will help you save

money and keep your business running smoothly.

Creative:Are you able to think of new ideas? Can you imagine new ways to solve

problems? Entrepreneurs must be able to think creatively. If you have insights on

how to take advantage of new opportunities, entrepreneurship may be a good fit.

Supported by others:Before you start a business, its important to have a strongsupport system in place. Youll be forced to make many important decisions,

especially in the first months of opening your business. If you do not have a support

network of people to help you, consider finding a business mentor. A business

mentor is someone who is experienced, successful and willing to provide advice

and guidance. Read theSteps to Finding a Mentorarticle for help on finding and

working with a mentor.

Still think you have what it takes to be an entrepreneur and start a new business? Great!

Nowask yourself these 20 questionsto help ensure youve thought about the right

financial and business details.

inding a Bu!ine!! Mentor

In the first months of opening your business, youll need to make many important

decisions. But you dont have to make every decision on your own. Ultimately, youre

responsible for you business, but you can always consult a mentor for advice.

What is a mentor?

A mentor is someone who has been down the same path you're taking. He or she is

experienced, successful and willing to provide advice and guidance for no real personal

gain. But how do you find a mentor?

Here are some steps for finding and working with a mentor for your new small business

venture.

Government-Sponsored Mentor Organizations

The government offers a great deal of free resources and services to support small
http://www.sba.gov/content/steps-finding-mentorhttp://www.sba.gov/content/20-questions-before-starting-businesshttp://www.sba.gov/content/steps-finding-mentorhttp://www.sba.gov/content/20-questions-before-starting-business


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business owners, both online and in person:

SCORE Mentors: Sponsored by SBA, SCORE provides free and confidential counseling,

mentoring and advice to small business owners nationwide via a network of

business executives, leaders and volunteers. You can connect with a SCORE

volunteer throughin-personand/oronline counseling. Small Business Development Centers: SBDCs provide management assistance to

current and prospective small business owners. SBDC services include financial

counseling, marketing advice and management guidance. Some SBDCs provide

specialized assistance with information technology, exporting or manufacturing.

SBDCs are partnerships primarily between the government and colleges,

administered by SBA.

Womens Business Centers:WBCs provides business training and counseling with the

unique needs of women entrepreneurs in mind. WBCs are a national network of

nearly 100 educational centers designed to support women who want to start andgrow small businesses.

Veterans Business Outreach Centers: VBOCs provide veterans with entrepreneurial

development services such as business training, counseling and mentoring.

Minority Business Development Agency: MBDA advisors help minority business owners

gain access to capital, contracts, market research and general business consulting.

Additional federal counseling programs can be found on Business.USA.gov.

Trade Associations

Many trade associations operate mentor-protg programs that provide guidance to help

you build a business. These mentoring programs are often conducted through a

combination of formal one-on-one mentoring sessions and group networking with fellow

protgs. Business owners might be connected with multiple mentors for a more holistic

experience.

Most industries are represented by trade associations, as are genders, ethnic groups and

business types. If you need help finding a trade association, consult your localSBA district

office.

Mentoring for Government ContractorsIf your business plans to sell products and services to the federal government, you may

need specialized mentorship. The General Services Administration (GSA) offers aMentor-

Protg Programthat is specifically designed to encourage prime contractors to help small

businesses participate in government contracting. The SBA also has aMentor-Protg

Program for small businesses.

Look to Your Network

Who do you know? Do you have a previous boss who inspired you or a friend who is a

successful business owner? Ask that person to be your mentor, and learn from his or her

advice and best practices. Just be prepared to share with them why you chose them in

particular, your goals and what you are looking for from them.
http://www.sba.gov/leaving-sba-dot-gov?url=http%3A%2F%2Fwww.score.orghttp://www.sba.gov/leaving-sba-dot-gov?url=http%3A%2F%2Fwww.score.org%2Ffindscore%2Fhttp://www.sba.gov/leaving-sba-dot-gov?url=http%3A%2F%2Fwww.score.org%2Fask_score.htmlhttp://www.sba.gov/content/small-business-development-centers-sbdcshttp://www.sba.gov/content/women%E2%80%99s-business-centershttp://www.sba.gov/content/women%E2%80%99s-business-centershttp://www.sba.gov/leaving-sba-dot-gov?url=http%3A%2F%2Fwww.vboc.org%2Fhttp://www.mbda.gov/main/business-serviceshttp://business.usa.gov/search/site?f%5B0%5D=sm_field_program_needs%3ACounselinghttp://www.sba.gov/directhttp://www.sba.gov/directhttp://www.gsa.gov/portal/content/105301http://www.gsa.gov/portal/content/105301http://www.sba.gov/content/mentor-prot%C3%A9g%C3%A9-programhttp://www.sba.gov/content/mentor-prot%C3%A9g%C3%A9-programhttp://www.sba.gov/leaving-sba-dot-gov?url=http%3A%2F%2Fwww.score.orghttp://www.sba.gov/leaving-sba-dot-gov?url=http%3A%2F%2Fwww.score.org%2Ffindscore%2Fhttp://www.sba.gov/leaving-sba-dot-gov?url=http%3A%2F%2Fwww.score.org%2Fask_score.htmlhttp://www.sba.gov/content/small-business-development-centers-sbdcshttp://www.sba.gov/content/women%E2%80%99s-business-centershttp://www.sba.gov/leaving-sba-dot-gov?url=http%3A%2F%2Fwww.vboc.org%2Fhttp://www.mbda.gov/main/business-serviceshttp://business.usa.gov/search/site?f%5B0%5D=sm_field_program_needs%3ACounselinghttp://www.sba.gov/directhttp://www.sba.gov/directhttp://www.gsa.gov/portal/content/105301http://www.gsa.gov/portal/content/105301http://www.sba.gov/content/mentor-prot%C3%A9g%C3%A9-programhttp://www.sba.gov/content/mentor-prot%C3%A9g%C3%A9-program


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What kind of insurance do I need?

How will I manage my business?

How will I advertise my business?

31 Ste$! to Starting a Bu!ine!!

Starting a business involves planning, making key financial decisions and completing a

series of legal activities. These 10 easy steps can help you plan, prepare and manage

your business. Click on the links to learn more.

Ste$ 34 Write a Bu!ine!! &an

Use these tools and resources to create a business plan. This written guide will help you

map out how you will start and run your business successfully.

Ste$ 04 5et Bu!ine!! !!i!tance and Training

Take advantage of free training and counseling services, from preparing a business plan

and securing financing, to expanding or relocating a business.

Ste$ 64 "hoo!e a Bu!ine!! Location

Get advice on how to select a customer-friendly location and comply with zoning laws.

Ste$ 74 inance our Bu!ine!!

Find government backed loans, venture capital and research grants to help you get

started.

Ste$ 84 Deter#ine the Lega& Structure o% ourBu!ine!!

Decide which form of ownership is best for you: sole proprietorship, partnership, Limited

Liability Company (LLC), corporation, S corporation, nonprofit or cooperative.

Ste$ 94 Regi!ter a Bu!ine!! Na#e (:Doing Bu!ine!!!:'

Register your business name with your state government.

Ste$ ;4 5et a Ta< +denti%ication Nu#*er

Learn which tax identification number you'll need to obtain from the IRS and your state

revenue agency.
http://www.sba.gov/category/navigation-structure/starting-managing-business/starting-business/how-write-business-planhttp://www.sba.gov/category/navigation-structure/counseling-traininghttp://www.sba.gov/content/tips-choosing-business-locationhttp://www.sba.gov/category/navigation-structure/loans-grants/small-business-loans/sba-loan-programshttp://www.sba.gov/content/business-structure-and-tax-implicationshttp://www.sba.gov/content/business-structure-and-tax-implicationshttp://www.sba.gov/content/register-your-fictitious-or-doing-business-dba-namehttp://www.sba.gov/content/register-your-fictitious-or-doing-business-dba-namehttp://www.sba.gov/content/getting-tax-identification-numberhttp://www.sba.gov/category/navigation-structure/starting-managing-business/starting-business/how-write-business-planhttp://www.sba.gov/category/navigation-structure/counseling-traininghttp://www.sba.gov/content/tips-choosing-business-locationhttp://www.sba.gov/category/navigation-structure/loans-grants/small-business-loans/sba-loan-programshttp://www.sba.gov/content/business-structure-and-tax-implicationshttp://www.sba.gov/content/business-structure-and-tax-implicationshttp://www.sba.gov/content/register-your-fictitious-or-doing-business-dba-namehttp://www.sba.gov/content/register-your-fictitious-or-doing-business-dba-namehttp://www.sba.gov/content/getting-tax-identification-number


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Ste$ =4 Regi!ter %or State and Loca& Ta


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Country Market ResearchReports on trade issues in countries across the globe.

BuyUSA.govHelps U.S. companies find new international business partners.

verview o 678 8tatistics on 9ay and6enefts678 publishes a lar$e amount o inormation on the wa$es, earnin$s, andbenefts o workers :enerally, this inormation is cate$ori+ed in one ormore o the ollowin$ ways)

:eo$raphic area ;national, re$ional, state, metropolitan area, or countydataes are available or total labor costs, and separately orwa$es and salaries and or beneft costs 8ome inormation is availableby re$ion, ma@or industry $roup, ma@or occupational $roup, andbar$ainin$ status

ational om*ensation Data

!he .ational Aompensation 8urvey ;.A8< provides comprehensivemeasures o occupational earnin$s? compensation cost trends, beneftincidence, and detailed plan provisions Betailed occupational earnin$s

are available or metropolitan and non4metropolitan areas, broad$eo$raphic re$ions, and on a national basis !he inde> component o the.A8 ;EA(< measures chan$es in labor costs =vera$e hourly employercost or employee compensation is presented in the EAEA

>ages %y !rea and C''u*ation

a$e data are available by occupation or the .ation, re$ions, states,and many metropolitan areas a$e data by area and occupation arerom the .ational Aompensation 8urvey, ccupational Employment

8tatistics 8urvey, or the Aurrent 9opulation 8urvey 8ee a$es by =reaand ccupationto determine which inormation suits your needs
http://business.usa.gov/export-portal?tcc/Country_Market_Research/index.asphttp://www.buyusa.gov/http://www.bls.gov/ncs/ect/http://www.bls.gov/ncs/http://www.bls.gov/ncs/ocs/http://www.bls.gov/ncs/ect/http://www.bls.gov/ncs/ebs/http://www.bls.gov/ncs/ebs/http://www.bls.gov/bls/blswage.htmhttp://www.bls.gov/bls/blswage.htm#Nationalhttp://www.bls.gov/bls/blswage.htm#Regionalhttp://www.bls.gov/bls/blswage.htm#Statehttp://www.bls.gov/bls/blswage.htm#Metropolitanhttp://www.bls.gov/ncs/http://www.bls.gov/oes/http://www.bls.gov/oes/http://www.bls.gov/cps/http://www.bls.gov/bls/blswage.htmhttp://www.bls.gov/bls/blswage.htmhttp://business.usa.gov/export-portal?tcc/Country_Market_Research/index.asphttp://www.buyusa.gov/http://www.bls.gov/ncs/ect/http://www.bls.gov/ncs/http://www.bls.gov/ncs/ocs/http://www.bls.gov/ncs/ect/http://www.bls.gov/ncs/ebs/http://www.bls.gov/ncs/ebs/http://www.bls.gov/bls/blswage.htmhttp://www.bls.gov/bls/blswage.htm#Nationalhttp://www.bls.gov/bls/blswage.htm#Regionalhttp://www.bls.gov/bls/blswage.htm#Statehttp://www.bls.gov/bls/blswage.htm#Metropolitanhttp://www.bls.gov/ncs/http://www.bls.gov/oes/http://www.bls.gov/oes/http://www.bls.gov/cps/http://www.bls.gov/bls/blswage.htmhttp://www.bls.gov/bls/blswage.htm


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9arnings %y Demogra*hi's

Earnin$s data are available by demo$raphic characteristics such as a$e,se>, race, and 'ispanic or 7atino ethnicity 8ee also Earnin$s byeducation

9arnings %y ndustry!he Aurrent Employment 8tatistics surveyis a monthly survey o thepayroll records o business establishments that provides nationalestimates o avera$e weekly hours and avera$e hourly earnin$s or theprivate sector or all employees and or production and nonsupervisoryemployees =vera$e weekly overtime hours in manuacturin$ are alsoavailable 8tate and areaestimates o hours and earnin$s rom thissurvey are available or all employees as well as or production workers;in the $oods4producin$ industries< and nonsupervisory workers ;in theprivate service4providin$ industriesages +ork 5to**ages-

Bata on ma@or work stoppa$es are availablema@or work stoppa$esinvolve 1,000 or more workers and last a ull shit or lon$er 678 does notdistin$uish between strikes and lockouts in the data? both are included inthe defnition o the term Fwork stoppa$esF

B5 Data on Minimum >age >orkers

678 data on workers with hourly earnin$s at or below the prevailin$Gederal minimum wa$e are described on the verview o 678 Bata onMinimum a$e orkerspa$e

om*ensation osts in Cther ountries
http://www.bls.gov/cps/earnings.htm#demographicshttp://www.bls.gov/cps/earnings.htm#educationhttp://www.bls.gov/cps/earnings.htm#educationhttp://www.bls.gov/ces/http://www.bls.gov/ces/http://www.bls.gov/sae/http://www.bls.gov/cew/http://www.bls.gov/ncs/ebs/http://www.bls.gov/crp/http://www.bls.gov/wsp/http://www.bls.gov/bls/blsminwagedata.htmhttp://www.bls.gov/bls/blsminwagedata.htmhttp://www.bls.gov/bls/blsminwagedata.htmhttp://www.bls.gov/cps/earnings.htm#demographicshttp://www.bls.gov/cps/earnings.htm#educationhttp://www.bls.gov/cps/earnings.htm#educationhttp://www.bls.gov/ces/http://www.bls.gov/ces/http://www.bls.gov/sae/http://www.bls.gov/cew/http://www.bls.gov/ncs/ebs/http://www.bls.gov/crp/http://www.bls.gov/wsp/http://www.bls.gov/bls/blsminwagedata.htmhttp://www.bls.gov/bls/blsminwagedata.htmhttp://www.bls.gov/bls/blsminwagedata.htm


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Aomparative hourly compensation costs in national currencies and H8dollars or production workers and all employees in manuacturin$ areavailable on the (nternational 7abor Aomparisons 'ourly AompensationAoststables ;!he (nternational 7abor Aomparisons pro$ramhas beendiscontinuedell an 6ou 9,e'ute the on'e*t !hile itCs great tohave a solid business idea, itCs quite another thing to execute it well. %ouridea about selling doggie teeth whitening might be a viable concept that themarketplace needs, but how well can you execute it1 ow do youmanufacture the product1 ow well does it work1 ow easily is it applied1ow do you market and deliver the product1 These questions and others arecritical issues to consider when contemplating how well your business ideascores on executionG

ow will you provide great customer service1 !hat is the quality level of your productNservice1 ow efficiently can you produce your productNservice1 !hat is your time to market1 ow is your productNservice produced1 &ulfilled1 ow easyNdifficult is it to market the product1$elated; >hat :ind o" 9ntre*reneur !re 6ou

3. Pro"ita%ility; s 6our Business Model Pro"ita%le Knless youCre startinga nonprofit, most entrepreneurs are hoping to be profitable. f youCre notmanaging your profit levels, you wonCt be around very long most likely.- *spart of this analysis, itCs important to evaluate your overall business model.&or your dog whitening product, you should consider your pricing structure1

*re you selling whitening pens individually or in bulk1 *re you only sellingpens or also providing a whitening service1 !here will you sellG online,through vets and spas or at retailers1 2onsider these questions to helpevaluate your business model and profit potentialG

!hat is your cost structure1 !hat are your expenses1

ow much does it IcostJ to gain a client1 !hat is the anticipated demand quantified-1 ow will you sell1 0nline, brick and mortar, using party concept, through
http://www.entrepreneur.com/article/229029http://www.entrepreneur.com/article/229029http://www.entrepreneur.com/article/207000http://www.entrepreneur.com/article/229029http://www.entrepreneur.com/article/229029http://www.entrepreneur.com/article/207000


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resellers1 *re you focused on )?) or )?2 selling1 *re you selling to individuals or groups1 )ulk or individual products1 *re you using a franchise model1 *re you selling products, services or both1

These questions arenCt a substitute for developing a thorough business plan,but they act as a simple guide to help the budding entrepreneur begin thatcritical vetting process.

4 Books 9very9ntre*reneur Must $ead

)% L/!# 0!/#> #eptember E, ?4@:>

3A 2omments>

12:

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2,J2!his pa$e has been shared 2J2 times 3iew these !weets

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http://www.entrepreneur.com/author/lewis-howeshttps://twitter.com/intent/tweet?original_referer=http%3A%2F%2Fwww.entrepreneur.com%2Farticle%2F228231&related=whatsinspiring%2Cyoungtrep&text=4%20Books%20Every%20Entrepreneur%20Must%20Read&tw_p=tweetbutton&url=http%3A%2F%2Fwww.entrepreneur.com%2Farticle%2F228231&via=EntMagazinehttp://twitter.com/search?q=http%3A%2F%2Fwww.entrepreneur.com%2Farticle%2F228231http://www.entrepreneur.com/author/lewis-howeshttp://www.entrepreneur.com/author/lewis-howeshttps://twitter.com/intent/tweet?original_referer=http%3A%2F%2Fwww.entrepreneur.com%2Farticle%2F228231&related=whatsinspiring%2Cyoungtrep&text=4%20Books%20Every%20Entrepreneur%20Must%20Read&tw_p=tweetbutton&url=http%3A%2F%2Fwww.entrepreneur.com%2Farticle%2F228231&via=EntMagazinehttp://twitter.com/search?q=http%3A%2F%2Fwww.entrepreneur.com%2Farticle%2F228231


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1:

The greatest lessons you'll ever learn will most likely be from your ownexperience. )ut entrepreneurs can also learn a lot from the advice and

experiences of others, as long as we allow ourselves to be teachable.

erhaps you were in grade school the last time you heard this but it's as truetoday as it was back thenG one of the best ways to gain information,inspirationand educationis by reading books. *s an entrepreneur, 've read anumber that 've found invaluable to my professional success.

2onsider the following four books your mentors and teachers as they revealskills and lessons that can possibly shave years off your learning curve, and

thousands of dollars from avoidable mistakesG
http://www.entrepreneur.com/topic/inspirationhttp://www.entrepreneur.com/topic/educationhttp://www.entrepreneur.com/topic/bookshttp://www.entrepreneur.com/topic/inspirationhttp://www.entrepreneur.com/topic/educationhttp://www.entrepreneur.com/topic/books


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1. 8irst Things 8irst

by #tephen =. 2ovey &ree ress, reprinted edition


46/49

2. Built To 5ell

by


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3. hoose 6oursel"E

by


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ourselves if we wish to succeed. This book can be is a wake$up call forentrepreneurs who have not taken the reigns of their life and business.

4. Mastery

by =obert reene iking *dult, 8ovember ?4@?-

%ou may recogni(e =obert reene from his other booksG

he 3rt of Seductionhe 44 Strategies of arhe 6( &aws of owerhe 57th&aw

reene is no stranger to influencing lives, and exactly why interviewed himon my podcast. !hat en"oyed the most about reene's book 8asteryarethe following principalsG

The value o" a**renti'eshi*;Too many entrepreneurs want to 9fake it tillthey make it9 instead of taking the time to develop the necessary skills it

takes to succeed with their craft. t also acknowledges the fact that mastery isa process, which should alleviate entrepreneurs from the idea that greatnessis either achieved quickly, or not at all.
http://lewishowes.com/podcast/robert-greene-how-to-master-anything/http://lewishowes.com/podcast/robert-greene-how-to-master-anything/http://lewishowes.com/podcast/robert-greene-how-to-master-anything/http://lewishowes.com/podcast/robert-greene-how-to-master-anything/


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#ubscribe to =##

$e'ent !rti'les 8rom ewis HowesHow to >ork 8rom !nywhere and reate 8reedom in 6our Business withhris Du'kereadershi* and i"eFs 0reatest essons !to* The >orldFs Highest Mountainswith !lison evineHow an Crdinary Person an reate 9,traordinary hange with !dam BraunHow to 9at and ive Healthy +Plus Myths on $ed MeatG PaleoG and the Health8ood ndustry-1 Prin'i*les o" !%undan'e and Pros*erity to 9nhan'e 6our Business andi"e

=ead more on Lewis owes O

The myth o" mastery %eing reserved "or &s*e'ial& *eo*le;t's easy to lookat a successful entrepreneur on the cover of a maga(ine, or a T/F speakeron %ouTube and think that the person has been blessed with luck, financingor superior genes. )ut everyone walks the same path to 9mastery.9 *nd thatpath contains failure, setback and sometimes years of wandering.

The only thing 9special9 about people who achieve mastery is their decision tostay committed.

The author is an /ntrepreneur contributor. The opinions expressed are those of the writer.
http://lewishowes.com/feed/http://lewishowes.com/podcast/virtual-outsourcing-chris-ducker/http://lewishowes.com/podcast/virtual-outsourcing-chris-ducker/http://lewishowes.com/podcast/alison-levine-atop-everest/http://lewishowes.com/podcast/alison-levine-atop-everest/http://lewishowes.com/podcast/adam-braun-promise/http://lewishowes.com/podcast/liz-wolfe-eat-the-yolks/http://lewishowes.com/podcast/liz-wolfe-eat-the-yolks/http://lewishowes.com/podcast/chris-lee-abundance/http://lewishowes.com/podcast/chris-lee-abundance/http://lewishowes.com/http://lewishowes.com/http://lewishowes.com/feed/http://lewishowes.com/podcast/virtual-outsourcing-chris-ducker/http://lewishowes.com/podcast/virtual-outsourcing-chris-ducker/http://lewishowes.com/podcast/alison-levine-atop-everest/http://lewishowes.com/podcast/alison-levine-atop-everest/http://lewishowes.com/podcast/adam-braun-promise/http://lewishowes.com/podcast/liz-wolfe-eat-the-yolks/http://lewishowes.com/podcast/liz-wolfe-eat-the-yolks/http://lewishowes.com/podcast/chris-lee-abundance/http://lewishowes.com/podcast/chris-lee-abundance/http://lewishowes.com/

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