5 Radical Things You Can to Do to Motivate Employees

5 Radical Things You Can to Do to Motivate Employees
Here are a few ideas on how to motivate employees beyond the typical promises and vague assumptions.

Motivation isn't always something that comes from within. Sometimes, it has to come from the boss. These techniques are a bit more radical than just handing out tokens to use at the company gift shop. They focus in on the core motivations of your employees.

1. Pick someone on your staff and send them on a mini vacation

One of the best rewards you can give an employee in your office is to send them on a quick vacation. Maybe it's just a weekend at a resort across town or something fairly inexpensive. But by sending one person on your team, you are motivating everyone, because it could be another person's turn to go next time. You're creating an atmosphere of rewards.

2. Remove yourself from a project

The de-motivating factor on a project could be your own presence. Maybe no one is very motivated because they know you will pick up the slack and finish everything. If you aren't around and the project depends entirely on their efforts, the team might suddenly become much more motivated--especially if they know you're not going to bail them out.

3. Turn the doldrums upside down

A good motivator for people is when some activity that seems fairly routine suddenly turns fun. I remember having to do a business trip that involved a boring drive from L.A. to Las Vegas. I decided to rent a Ford Mustang with a couple of team members. Suddenly, the trip became more inspiring and fun, and the business trip became more about building the relationships. It also hit home the point that other boring tasks could be fun.

4. Promise what you can deliver

Nothing kills motivation like a promise that isn't fulfilled. Yet, you can easily motivate someone by promising exactly what you can deliver. If the sales rep needs a boost and you know you can add a 5 percent bonus if he or she completes a certain objective, go ahead and offer that motivation. Take it a step further and get really specific about what the end result will be if the employee does what you are asking. The more specific you get, the more you can motivate. Don't just say there will be a bonus, say when, how much, and how often.

5. Give someone more leadership responsibility

Everyone likes being in charge--well, most people, anyway. One good motivator is to give more management responsibility to someone on your team. It's a reward that motivates because it shows you are aware of that person and their potential to lead. It helps an employee see that there is a bright future that could involve a promotion at some point. This is a radical move when it involves someone who might not be quite ready for the added responsibility. Just be ready to pick up the slack if the idea goes awry.

By John Brandon

Source: Inc.

3 Reasons Smart People Make Sure to Do What They Love

3 Reasons Smart People Make Sure to Do What They Love
Loving what you do is not a luxury.

When you get to your office in the morning, are you happy to be there? Do you dive into the day's tasks with enthusiasm? Or are you counting the minutes until you get to leave?

If you don't love what you do, no matter how successful you are, and no matter how much money you're making, you should probably consider doing something else. Many people seem to believe that loving what you do is a luxury. They plan their careers on the principle that making a decent living is necessary and that having work that you enjoy, and--more important--find meaningful, is a nice add-on, if you can swing it.

I think that's dead wrong. Making a living is essential, but so is having work that you enjoy and care about, and that you believe has real value. If your work is missing any of these features, and you don't see a good prospect for things to get better, it's time to consider doing something else. Here's why:

1. Work takes up a very big chunk of your life.

The average American spends 47 hours out of every week working. That means that during your working life, you'll be spending over 40 percent of your waking time at work. Or maybe much more. If you're running your own business, or working in management or in any of today's high-pressure, long hours professions, you likely are working even more than those 47 hours.

There's no getting away from it: Work takes up a huge proportion of our lives. None of us know how long or short these lives will be. But we do know that people who are dying often list the amount of time they spent working as one of their top regrets. Working takes you away from your family and from other activities you love. If you don't enjoy it or believe it serves a valuable purpose, then work isn't worth that investment of your time.

2. If you don't love your work, sooner or later you'll start sucking at it.

Oh sure, you might be good at the mechanics of something you don't particularly enjoy. But only for a while. Every industry is rapidly changing, and to stay good at something you have to keep up with the changes, which means constantly paying attention and constantly learning.

For most people, that means paying attention, reading, attending events, taking courses, and generally spending a lot of time outside of traditional work hours getting and staying up to date. It's going to be tough to get yourself to put in those extra hours if work is just what you do to pay the mortgage. And if you don't put that extra time in, you will fall behind.

3. You can't fake passion.

Even if you yourself can do a good job at something you don't like, you're going to run into trouble when you take on a leadership or sales role. You'll have a hard time inspiring deep caring in others for whatever it is you do if you don't feel it yourself. That will become a real stumbling block whenever you make a sales presentation, give guidance to an employee, or ask for money from a bank or investor. Unless you have superb acting skills, you won't be able to create passion in others that you yourself lack.

So why try? Most of us have a variety of career paths or professions that fit both our values and desires. Over your lifetime, you're likely to spend about 99,000 hoursmaking a living. If you don't want those hours to seem never-ending, better spend them doing something you love as well.

By: Minda Zetlin

Source: Inc.

3 Powerful Ways to End 2014 on a High Note

3 Powerful Ways to End 2014 on a High Note
Have no fear: you'll have a pleasant Thanksgiving dinner. You'll enjoy the holidays. You'll make your year-end goal. But you don't need to think about it all at once.

Lately I've been noticing the tremendous churn happening within businesses today. New business models, big transformations, high expectations and turnover are all keeping businesspeople hopping. Keeping up with fast-paced change makes it hard to find or make time to reflect, and it's hard to get anything done. How do you find focus, and, more importantly, be able to maintain it, in an environment of constant change?

Define your goal. It sounds simple enough, but many entrepreneurs skip this step. Decide whether it's a big goal for the year of 2015, like doubling your revenue, or whether it's more specific goal, like winning a proposal you're writing today. It may be a professional goal for a work project, or even a personal goal regarding the upcoming holidays. Defining your goal will help to clear the excess noise and make it go away. Take a brief statement of what your goal or vision is, then choose a set of 3-5 priorities that can get you there. This short list will become your area of focus.

Clear space. People feel scattered and have trouble focusing because there's a lot going on all at once. On top of ongoing changes that your business is undergoing naturally, those day-to-day interruptions just won't go away. Your phone and your computer are next to you, biding for your attention, not to mention your clients, customers, coworkers, and family. Take control and make space. How much time do you need to finish a project? When can you make that time? What will that look like? How will you put that in the calendar? Asking yourself these questions allows you to clear out space to tackle your goal, and is crucial to clearing out the noise.

Make your calendar a part of your daily plan. In terms of maintaining your focus, you can gain traction by following those same two steps--defining your goal and clearing space--more consciously and in bigger ways, more and more often.

For example, consider the reality of a busy entrepreneur struggling to make it successfully through the end of the year. One such business owner I recently coached on this topic is a woman we'll call Kim. Kim's business has been thriving; she's listed in the Inc 500 and wants this year to be her best year yet. But Kim is also a woman who travels for work, has two small children and is hosting her family holiday reunion this year. Pile on top of that her commitment to make sure Santa Claus comes for her kids and to book a family getaway for New Years. You may be wondering, is it even possible to get all that done? It is, and if anyone can do it, it's Kim. But, in order to pull it off (and to also enjoy the ride--it is, after all, the holiday season), she will need to get focused. On a daily basis she will need to get out her calendar and organize tasks, not just at work, but for all the family events and the holiday chaos. She'll have to ask herself: Where does shopping and Thanksgiving dinner come in? When do I book the vacation? How will I be sure my business gets the big finish I have in mind? She will need to get those tasks out of her mind into her planner. That is, she will have to clearly define her goal and make space to focus on achieving what she wants to achieve, and leading the live she wants to live.

You can do the same. Have no fear: you'll have a pleasant Thanksgiving dinner. You'll enjoy the holidays. You'll make your year-end goal. But you don't need to think about it all at once.

Take a moment now to define your present goal. What's the goal you want to focus on right now? How can you clear space to devote your attention to that goal right now? Where else can you clear some space to work toward it and meet your goal? Repeat the questions at different times and for different goals, and you will find that scattered, unfocused feeling goes away. You'll be left feeling clear and confident about your ability to enjoy--and meet your goals--throughout the end of the year.

By Joelle Jay
Source: Inc.

12 Habits of Extraordinarily Motivated People

12 Habits of Extraordinarily Motivated People

Highly successful people are extremely motivated to succeed. Learn their secrets and put them to work for you

Extraordinarily motivated people are driven to go above and beyond; they are trusted by others, focused and have great confidence in their own abilities. They dream of endless possibilities, and tend to be extremely satisfied with their lives. They are more likely to receive a raise or a dream project, maintain longer relationships, and get promoted or recruited more than their unmotivated peers.

"The will to win, the desire to succeed, the urge to reach your full potential... These are the keys that will unlock the door to personal excellence." --Confucius

Seeking and achieving your dreams means you are really living your life. Ready to get motivated and become all you can be? Try some or all of these habits of extraordinarily motivated people and perhaps you too will find the courage to live a life of fulfilled dreams.

1. They're internally motivated.

It is their intrinsic desire to be their best selves and succeed that drives their motivation. They are internally driven--not pushed--toward new adventures, the unfolding journey, and the possible outcomes--they relish challenging themselves, learning, and exploring.

2. They don't waste time judging.

They objectively observe the successes and mistakes of others and learn from them instead of judging or comparing themselves. They don't waste their time with judgmental, gossipy people either.

3. They are humble.

They are willing to admit they made a mistake and apologize. They encourage feedback from others and use it to take steps in the right direction.

4. They look at the upside.

Instead of focusing on what's not working and bad experiences--which so many of us tend to do--they instead focus on what is working and their successes. If they find themselves overthinking a miscalculation, they automatically flip a switch and think about those things they did do right.

5. They are authentic.

They are true to themselves despite what others think--they don't live their lives solely to please others.

6. They push beyond their comfort zone.

Extraordinarily motivated people face discomfort head on--they never choose the easy route--to get what they want. They push themselves out of their comfort zone and get rid of those annoying internal voices that say, "You are limited in what you can do." They trust their abilities and know they will come out on top.

7. They continue to learn.

They read a lot and are brilliant observers--they are always watching and searching for new, more efficient, and faster ways to achieve. They understand that in order to grow as a person, they must always continue to learn.

8. They know what they want.

They have a clear vision of what they want their lives to look like and who they want to be. Their clarity comes with the wisdom to know what things to harness and what things to avoid. Their mottos are, "Never say never" and "Anything is possible."

9. They don't give up.

When they stumble over that proverbial bump in the road, they problem solve, come up with a plan, take action, and get past it. They understand that a sure way to lose a battle is to quit--which is not a 

part of their vocabulary or an option.

10. They don't blame others.

They never blame others for their failures. They understand that ultimately they alone are in charge of their actions and choices and no other.

11. They take time for themselves.

They know that in order to stay motivated and on top of their game, they have to carve out time for themselves. Rewards of time away from it all and taking care of themselves are more important to them than material possessions.

12. They surround themselves with motivators.

Their friends are those who are trustworthy, positive, supportive, and bring out the best in them unconditionally. Their friends help them take on the world side by side and, when needed, help them get back on their feet again.

By Peter Economy

Source: Inc.

5 Tricks to Maximize Your Time in the Office

5 Tricks to Maximize Your Time in the Office
Every entrepreneur knows what it’s like to have too much to do in too little time.

During the startup phase of my business, this was my story as well. However, after experimenting with various techniques to manage myself and my work, I implemented the concepts below and ever since, I’ve been able to accomplish my most important work with minimal stress -- both in and out of the office.

Related: 4 Ways to Max Out the 40-Hour Workweek

1. Understand your priorities.

The first step in maximizing your time is knowing what you need to do. One way to do this is to come up with a job description and project list, both in priority order. A job description clearly lists the major responsibilities you have on a recurring basis. A project list records the projects you’re currently working on. (Try never to have more than four projects going at once.) Together, the job description and project list should cover between 80 and 90 percent of what you should be doing on a daily basis, save for the random things and busy work that inevitably come up. With this in hand, you’ll be able to decide what’s most important for you to focus on in the limited time you have.

2. Plan ahead.

Set aside a time once a week to plan for the upcoming week. Based on your job description and your projects, as well as your long-term goals take time, preferably at the end of every week, to plan the upcoming week. Start by asking what are the most critical items you have to get done to move your projects along, and what are the most critical functions of your job. Prioritize this list so that the most important items are at the top. Tool recommendations are any.do (web and app) or Asana (web and app).

Related: With a Little Focus You Can Turn Workplace Distractions to Your Advantage

3. Schedule dates with yourself.

Once you know what you need to do for the next week, block off time for each major task you’ve planned. Keep in mind: Things almost always take longer than expected. Just face the fact the week before, go back to your job description and project list, and prioritize ruthlessly. When I’m doing this for myself or with my clients, I advise not to plan more than three or four critical items for any one day, or more than twenty critical tasks for a week. Tool recommendations: Google Calendar and Outlook.

4. Block time for recurring tasks.

The first time you plan like this, you’ll want to block out repeating times for recurring tasks -- including responding to email, paying bills and prospecting -- that you know you have to do. If you get a lot of email, schedule a block of time every day, preferably at the same time each day, to deal with your inbox. If you’re in sales and have to reach out to five new prospects a day, set up a recurring time in your calendar for it. It’s easy to forget to plan time for these types of recurring daily tasks, but it’s just as important to account for them as it is for project work.

5. Leave empty space.

Once you get adept at planning in this way, you’ll be tempted to take it too far by scheduling every minute of every day. Don’t do that. It’s a really bad idea, as things always come up. Maybe an important prospect comes by unannounced to chat. Maybe your kid gets sick and you have to stay home. Maybe you just have a slow day and are not able to get through everything you planned. Whatever the case, no week ever turns out exactly as planned, so leave some extra space so one unexpected event doesn’t throw off your entire week.

If you implement the above strategies, your to-dos will be aligned with your major business priorities. You’ll have ample time to get things done and enough time to allow for unexpected things to come up.

By Jay Bacrania

Source: Entrepreneur

The Mindy Kaling Guide to Entrepreneurial Domination

The Mindy Kaling Guide to Entrepreneurial Domination
By her own admission, Mindy Kaling is an unlikely celebrity.

She’s even more of an unlikely leader. The daughter of first-generation Indian immigrants with an Ivy-league education in (gasp) playwriting, Mindy is the antithesis of just about every Hollywood stereotype there is.

Still, the creator, producer, writer and star of FOX’s The Mindy Projectdoesn’t shy away from the responsibility her entrepreneurial fame entails.

Related: Success Lessons From 2 Innovators Who Came Out Swinging

What can the world-dominating success of an unlikely entrepreneur teach us?

1. Be passionate

As trite as it might sound, nothing trumps passion. Carmine Gallo, in his insightful book Talk Like TED, lays it out plain:

"In any language, on any continent, in every country, those speakers who genuinely express their passion and enthusiasm for the topic are the ones who stand apart as inspiring leaders."

Gallo’s point is that while mastery of a particular skill gives people a “platform,” it’s the passion that undergirds that mastery that makes them “connect.” Why? Because passion is contagious. People love it.

So, what inspires Mindy? The answer (as unlikely as it sounds) is tragedy.

Related: 9 Traits That Will Lead You to Success

Two years ago, on the very day The Mindy Project was green lit by FOX, Mindy’s mother -- an obstetrician -- passed away from pancreatic cancer.

However, far from undoing her, her mother’s death became fuel for the fire. As Mindy explained, “My dream is to be able to become so famous that I can actually make a difference in pancreatic cancer research.”

In other words, rarely will our skills be coterminous with our passion. Mindy is a master at comedy. And yet it’s what lies behind her mastery -- the dream to make a difference -- that really set her apart.

What’s yours?

2. Be everywhere

You’ve heard the old adage: “Jack of all trades. Master of none.”

Now, I’m not one to buck tradition, but in Mindy’s case, the proof’s in the pudding.

In a recent Elle Magazine cover story, Bela Bajaria, executive vice president of Universal Television, described the staggering extent of Mindy’s on and off-set omnipresence:

"She’s in the writer’s room, she’s on set, she’s in postproduction, she’s e-mailing studio and network executives at two in the morning. … She’s so creative, but she has an appreciation and understanding of the business part, too."

Getting your hands dirty lies at the core of all genuine success, especially entrepreneurial successful. Such ethos is risky because it means going “out there” into the real world -- into the lives, workplaces, and trenches of the people you work with and for.

The classic example of getting out there was Richard Anderson’s miraculous turnaround of Delta Airlines. Anderson, who took over as CEO in 2007 just two years after Delta filed for bankruptcy, credits a major portion of his success to his monthly cockpit rides with Delta’s pilots and a single two-day event in which he solicited suggestions from over 2,000 employees.

Related: How to Think, Train and Thrive Like a Champion

Sure being everywhere is scary. But don’t let that fear hold you back.

3. Be a gangster

This wonderful nugget comes from B. J. Novak, Mindy’s one-time squeeze and current co-collaborator. “She’s a gangster,” Novak explains, “This is not a girl who waits by the phone. This is a girl who picks up the phone and calls whoever she wants.”

Case in point, when Mindy wanted long-time friend James Franco to guest star but his schedule wouldn’t allow it, no wasn't an option.According to Franco, “She just made it happen.”

In other words, to be successful you gotta know what you want and gotta go after it.

It’s absolutely insane how few people can actually articulate what they want. And yet, having a clear, impassioned vision for where you want to go is the very first step in getting there. In fact, as author and consultant Warren Bennis famously wrote, “Leadership is the capacity to translate vision into reality.” Without vision, the people perish.

But being a gangster means more than just knowing what you want. It also mean getting it.

4. Be voracious

Alongside her aforementioned omnipresence, Mindy is also a voracious learner.

Related: The 4 Habits You Need to Be Successful

As Novak tells Elle, “She has a big me-too-ism in her. She always wants to know what everyone else is doing and if that’s more fun.”

The discipline of lifelong learning is a constant refrain among the world’s most successful people. Steve Jobs’ famous two-part takeaway from his 2005 Stanford Commencement Address captured this principle perfectly: “Stay hungry. Stay foolish.”

The problem with being successful is just that: “being.”

As soon as you get full or get smart -- as soon as you arrive -- you’ve lost it. The key is to cultivate your hunger … and your foolishness. Always be willing to learn, to grow, to make mistakes, to admit limitations, to embrace other people’s ideas, to do what’s new and uncomfortable and to pursue humility as an end in itself.

5. Be noble

A lot can be said about Mindy’s nobility. In fact, a lot is said.

There was her epic commencement speech at Harvard Law Schoolearlier this year: “Please, just try to be the kind of people that give advice to celebrities, not the other way around.”

There was the controversy surrounding the Elle magazine cover story: “What, Elle, you can't put her big, fat body on the magazine?”

But, perhaps the best example came a few days ago when she stopped by HuffPost Live and revealed that her character’s on-screen love interest Danny and her wouldn’t be splitting up for the sake of ratings. As Mindy explained:

"A lot of shows I think break characters up for no reason because the show has to last for seven or eight years. We thought, no. People can still be interesting when they are together."

While it might not seem like a big deal -- certainly not as big a deal as beauty and body image -- Mindy’s bravery to stick to her guns, to be an “artist” (even when her art is a weekly sitcom) speaks volumes about what it takes to succeed as an entrepreneur.

As Mindy told Lena Dunham in a Rolling Stone interview:

"I love women who are bosses and who don't constantly worry about what their employees think of them. I love women who don't ask, “Is that OK?” after everything they say. I love when women are courageous in the face of unthinkable circumstances."

Call it credibility. Call it courage. Call it ethics. Call it a backbone. Heck call it whatever you want ...Success by any other name -- unlikely or not -- would certainly smell as sweet.

By Aaron Orendorff

Source: Entrepreneur

Why You Should Never Wear Orange To An Interview

Why You Should Never Wear Orange To An Interview:
Why Your Brown "Power Suit" Could Be Making You Look Passive, Why You Should Ditch Navy If You're In A Creative Field And Never Wear Orange

Color has a lot of power. It can calm you, make you hungry, and even put you in the mood for love, color psychologists say. But can it get you a job?

While it won’t make up for lack of experience or qualifications, wearing the right color can start you off on the right foot during an interview, according to a recent study by Harris Interactive for CareerBuilder. A survey of hiring managers and human resource professionals revealed that employers associate personality attributes with the colors candidates wear to job interviews.

For example:

Black conveys leadership.
Red was a color of power.
Blue gives the impression that the person is a team player.
Gray reads as logical and analytical.
White gives the feeling of being organized.
Green, yellow, orange and purple are associated with creativity.


“In terms of projection, your appearance tells more about you than what you say or how you say it,” says New York image and style expert Carol Davidson. “And out of all of the elements of your wardrobe, color speaks first.”

In addition to polishing your resume and interview skills, selecting the right clothing is an important element of finding a new job. The best color to choose depends on the industry, says Davidson, who teaches a class about wardrobe color planning at New York’s Fashion Institute of Technology. Before you grab a garment from your closet, consult this list of popular clothing colors:

DON'T WEAR NAVY IN AN INTERVIEW FOR A CREATIVE JOB
Navy sends a message of being enterprising, trustworthy, honest, and credible, says Davidson. It’s a great choice for industries like law or finance. If you’re interviewing for a more creative environment, however, it could be considered too conservative.

Employers from the CareerBuilder survey recommended blue most often, with 23% of hiring professionals identifying it as their most preferred wardrobe color choice.

WEAR BLACK IF YOU ARE INTERVIEWING FOR A MANAGEMENT JOB
Black is an extremely strong color and is highest on the authority scale, says Davidson. “Most people figure that’s a good thing, but for a first interview you don’t want to run the risk of overpowering the person in front of you,” she says.

If you are interviewing for position where you would be in charge or if you’re demure in your appearance, however, Davidson says black could be a great choice. Fifteen percent of the employers from the CareerBuilder survey recommended wearing black.

YOU PROBABLY SHOULD AVOID BROWN ALL TOGETHER
Polar opposite to black, Davidson says brown conveys the message that you’re simple and slow to change. In fact, she doesn’t recommend wearing this color to an interview in any industry.

”Like every color, brown does have some positive attributes; it can read comforting and reliable,” she says. “But in an industry that is fast-paced and innovative it may give the impression you’re staid and passive.”

GRAY IS GOOD FOR ANY INDUSTRY
A great choice to wear on an interview for any industry is gray, says Davidson. “Gray sends a message of being rock solid, wise and reliable,” she says.

Since gray also reads a bit more understated, Davidson suggests adding a bolder accent color depending on the industry. For example, someone applying for a job at an advertising agency might add a red scarf, yellow shirt or purple tie to add a bit of personality and flair.

RED MIGHT BE A BIT TOO MUCH
Red comes across as bold and assertive, and Davidson advises against wearing it for an interview. In many industries it can come off too strong.

“Red can send less favorable messages about the candidate--that he or she is domineering, rebellious and obstinate, for example,” she says. “There is a fine line between assertive and aggressive, and red is a risky choice for an interview. That said the feisty quality of this color might be well-suited in sales or law.”

WANT TO APPEAR THAT YOU HAVE ATTENTION TO DETAIL? WEAR WHITE
In contrast to red, white is a reassuring color that can convey a feeling of new beginnings, impartiality, cleanliness and purity.

“It’s 'immaculate' quality can suggest an attention to detail and therefore makes it a good choice for an interview,” she says. While you probably don’t want to wear white suite, a crisp white shirt is appropriate for any industry.

PUT THE INTERVIEWER AT EASE WITH GREEN, SEND THE MESSAGE THAT YOU'RE UNIQUE WITH PURPLE OR YELLOW, BUT PLEASE DON'T WEAR ORANGE

Green is a color often associated with a sense of calm and wellbeing, as well as wealth and prosperity. Davidson says it’s a good choice for an accent color as it will not only put the interviewer at ease, it will send a message of possibility and growth.

For more creative environments, Davidson suggests wearing a color that pops such as purple or yellow: “Purple sends a message of being artistic and unique, while yellow signifies optimism and creativity,” she says.

Orange, however, topped the CareerBuilder list for the worst color, with 25% of employers saying it was the color most likely to be associated with someone who is unprofessional.

LIGHT AND DARK
No matter which color you choose, Davidson says you should also consider its tone. “All colors can be scaled from authoritative to approachable,” she says.

Dark colors are perceived as formal and authoritative, while light colors make the wearer appear more friendly and approachable. Bright colors convey confidence while muted colors are conservative and less threatening.

And contrasting colors can send a message, too: “The higher degree of contrast--wearing black and white, or navy and white, for example--the more powerful you will appear,” Davidson says. “The lower the degree of contrast, the more approachable and friendly you seem.”

By Stephanie Vozza

Link: Fast Company

How To Stop Putting Things Off And Make Yourself Get To Work

How To Stop Putting Things Off And Make Yourself Get To Work

No more excuses: Stop procrastinating and get to work with these tips

One of the biggest problems you need to solve if you work for yourself is how to make yourself do work.

The best entrepreneurs have figured it out and just pound out the work they need to do.

But many others put off their dream careers, or stay in jobs they like, because they’re afraid to figure this out. Being in a job, or staying in college, means that you have someone else imposing work and deadlines on you, and you’ll get fired (or dropped from school) if you don’t do the work. So you put off doing the work until you can’t anymore because of the fear of being fired.

What does this say about us? It’s saying that we can’t trust ourselves enough to figure out how to motivate ourselves. I know, because I was in this boat for many years. It wasn’t until I started to learn to solve this problem that I found the courage to work for myself.

It’s solvable. It’s not easy, but it’s doable. And you can do it just as much as I can--I’m no superman, trust me. I feel lazy, I procrastinate, I fear failure, just like anyone else. But I’ve learned a few things that work for me.

What works for you will be different, but here are some ideas I use that might help:

SHOW UP

If you need to write, the main thing you need to do is just to sit down in front of your text editor. If you start cleaning the house, or watch some videos, or read stuff online, to put off the moment when you have to start to write, then you’re never going to write. Instead, show up. The rest will come.

THINK ABOUT WHO YOU’RE HELPING

Sure, there’s a lot of fear involved in doing hard work. But when you look at the fear you’re only looking at the downside. What about the upside? By showing up and working, you’re going to help someone. I think about readers who might need what I have learned. But sometimes you’re just helping yourself, building a new career or business. And that’s okay--you’re a person deserving of that help, and that’s a worthy endeavor.

RUTHLESSLY CARVE OUT THE SPACE

You’re too busy? Bullshit. Make the time if it’s important. Stop watching TV, reading news, browsing things online, looking at social media, saying yes to other people’s requests, going to lunches, get out of being the head of those committees, whatever. Carve out the time. Put it on your calendar daily and make it happen. Make that time sacred, and don’t let anything interfere. You have to be incredibly ruthless to make this happen, but you can do it.

DO THE SMALLEST POSSIBLE STEP

Yes, I mean smallest possible. That doesn’t mean, “Write the first section of that report” … it means, “Go to your computer and open a document.” Or “Get up off the couch.” Or “Write one word.” Call that a success. Trust me, if you can take that first tiny step, the next step is a little easier. Get over the initial hurdle by making that hurdle as low as possible, and then keep clearing really easy hurdles until you’re an unstoppable force of nature.

LET YOURSELF FEEL THE FEAR

We tend to not want to be afraid, and so we think about anything else. We don’t admit the fear to ourselves until we have to. Well, it’s time--you have to. Admit that you’re afraid, and see that that’s okay. We’re all afraid. I certainly am, all the time. It’s perfectly okay to be afraid--let yourself feel it. Be open to the feeling of fear, be present with it, really experience it. See where it’s coming from. What scenarios have you imagined that cause you to be afraid? Are those scenarios real? What would you do if they happened? Could you survive? I bet you could.

COMMIT TO OTHERS

Social motivation is probably the most powerful motivation there is. If you’re having trouble, ask a friend for help. Ask for some accountability. Give yourself a consequence if you fail. Don’t fail. You can do this.

You can make yourself work even if you’re afraid.

You can ruthlessly make the time, take the smallest step, feel the fear and overcome it, find inspiration in the people you’re going to help. You can show up.

This article originally appeared in Zen Habits and is reprinted with permission.

By Leo Babauta

Source: Fast Company

5 Simple Ways To Bring Out The Best In Your People

5 Simple Ways To Bring Out The Best In Your People
It’s something all managers want to do, yet, as every manager knows, it’s easier said than done: bringing out the best in your people. How often as managers are we frustrated by chronic employee under-performance? Studies routinely show that an unacceptably high number up of employees – up to 70 percent – are disengaged, emotionally disconnected from their companies. Yet the most effective management is often the simplest and most basic. All five of these management tips have a common cost: nothing.

“Tone at the top” – Lead in a way that makes it easy for others to want to follow. Setting the right example by your own business behavior – your own evenhandedness and ethics – makes it easy for your employees to respect you. Nobody wants to follow somebody they don’t respect, yet they’re eager to follow those they do. It’s always surprised me how often management doesn’t play by the same rules they ask others to – when setting a fine example costs nothing and only breeds productivity.

Take a sincere interest in the course of their careers –Studies show that high-performing companies routinely motivate their people by emphasizing career development. Any manager can too, easily. It’s human nature and only makes sense. All employees at all organizational levels are keenly interested in the course of their own careers. Showing genuine interest in helping employees gain the skills they need to succeed is a solid way to build lasting loyalty.

Ambitious but not unrealistic expectations – Both in formal job objectives and informal day-today managerial expectations, you want to set targets that stretch your employees but are attainable. Let them know you have high (but not unreasonable) standards, and at all times expect excellence. Competence breeds confidence, and successfully achieving ambitious goals motivates them to do it again.

Provide honest insightful feedback on a regular basis – The key word here is “honest.” As in candid feedback traveling in two directions – positive and negative, up and down… feedback that neither ducks the hard stuff nor ignores the positive stuff. If employees aren’t receiving regular feedback, how will they know if they’re doing well or need to course-correct? How can they give their best if it’s not completely clear what their best looks like?

Get to know who your people are - If you want to bring out the best in your employees, you have to, at least to some extent, understand them. Gain a basic understanding of what interests them, what bothers them, what they care about, what motivates them. Is it money, respect, praise, a bigger office, or a chance to spend more time with the kids? There are a multitude of possibilities. The better you know your people, the better chance you’ll have to pull the right managerial levers.

I’ll be the first to admit nothing on this list is inordinately complex. But just because something is common sense doesn’t mean it’s commonly practiced. The best managers are insightful and employee-centric. They understand their employees, and know that bringing out the best in them – to ultimately drive positive business results – is the absolute best thing they can do as a manager.

By Victor Lipman

Source: Forbes

3 Things Failing Miserably Teaches You About Leadership

3 Things Failing Miserably Teaches You About Leadership

Skip the painful process of falling flat on your face, and learn these important lessons from one CEO who has stumbled badly.

You've no doubt been told countless times to stop fearing failure and accept it as a growing experience and precondition of innovation and accomplishment. It's a popular mantra, but in a world filled with corporate CYA and zealous reputation management, examples of it in practice are pretty light on the ground. But there is one standout example: meet James Altucher.

A serial entrepreneur who has started 20 companies (17 of which failed), Altucher has built a massive following by admitting in detail all the incredible ways he's screwed up. But reading Altucher's work isn't all about reveling in another's missteps. He's also a generous giver of advice on what all that failing has taught him.

Take, for example, a recent in-depth answer he wrote to the question, "What is the most important thing you have learned about leadership?" on question-and-answer site Quora. In his response he once again admits his shortcomings. "They fired me as CEO. Then they fired me as a board member," he writes. "The reason? I was a bad leader. Here are some things I didn't know about my own company: I didn't know what our product did. I didn't know any of the clients. I didn't know how much money we made. I didn't know how much we lost. And I had crushes on the secretaries and maybe two or ten other employees."

But he doesn't stop there. Altucher also goes on to share what his failure actually taught him about leadership, offering up 10 lessons he took away from these experiences. That's handy as a practical illustration that all those touting the educational value of failure might be on to something, but better yet, it offers entrepreneurs hard-won knowledge without actually having to walk Altucher's painful path. Here are a few examples:

1. Yes, and...

Saying no is easy. Far more difficult than shooting down ideas is encouraging creativity and drawing out better ones. In order to do this you need to take a page from improv comediansand learn to tame your knee-jerk, "No!" response to innovative suggestions. You need to get better at fielding ideas and improving them. You need to develop the habit of responding with "Yes, and..." Altucher lays out his bullet-pointed suggestions for a better way to give constructive criticism:

• "Yes, and"
• List what's good
• How you would improve
• Figure out the vision that is the base of the idea that you are talking about.
• Connect the "Why" of what you are suggesting to the initial vision. Does it work better than the initial idea?
• Be open to the fact that you might be wrong. ALWAYS ALWAYS you might be wrong.

2. Be the Storyteller-in-Chief

There are limits to how many people any individual human can build meaningful connections with (your 600 Facebook friends notwithstanding). Altucher calls this the 30/150 rule: below 30 people you're a tribe; from 30 to 150 you can know of everyone by reputation at least; after 150 forget about personal connections entirely. So what ties together organizations as they grow past this 150-person barrier? Stories.

"We united with each other by telling stories," Altucher writes. "If two people believe in the same story they might be thousands of miles apart and total strangers but they still have a sense they can trust each other." Leaders need to leverage this truth by telling visionary stories such as "we are delivering the best service because... We are helping people in unique ways because... A good story, like any story ever told, starts with a problem, goes through the painful process of solving the problem, and has a solution that is better than anything ever seen before."

When you're past the point of listening to and taking care of every employee individually,telling these sorts of unifying stories is essential for a leader. "Companies live and die on this," Altucher insists.

3. Lead Yourself

Altucher isn't the only leadership expert who makes the incredibly essential but all-too-frequently overlooked point: You're unfit to lead others until you're pretty good at leading yourself. So before you develop lofty aspirations of guiding others, make sure you've done the necessary work on yourself.

"Before I can lead anyone I have to lead myself. I have to read. I have to try and improve one percent a week. I have a handful of interests and I have a lot of experience. I have to get better at the things I'm interested in. I have to understand more deeply the painful experiences I've had, I have to every day practice the health: physical emotional mental spiritual, that I suggest to everyone else," he writes.

What leadership lessons have you taken away from your failures?

Source: Inc.

By Jessica Stillman

8 Entrepreneurial Qualities That Contribute To Success

8 Entrepreneurial Qualities That Contribute To Success There are entrepreneurs who are extremely successful and everything they touch seems to turn to gold, and there are some that do not see as much success. What are the deciding factors that separate those that crank home run after home run and those that struggle at the plate? While the majority of entrepreneurs have no problem working hard, not all work smart and possess the following entrepreneurial qualities responsible for driving success. 1. Not being afraid of delegating tasks. As entrepreneurs, we tend to always have a full plate and feel that we can take on any task. In reality, if we keep adding to the already-full plate it is eventually going to collapse and create a mess. Don't be afraid to delegate tasks to an experienced member of your company that has the ability to get tasks completed. 2. Managing time effectively. Proper time management is necessary to distinguish between extremely urgent tasks and those that can wait. Use a notebook or whiteboard to prioritize your tasks by writing them down. Mobile devices and tablets have calendars and notepads, but nothing is more effective than actually writing down your "to-do" list. Focus on one task at a time and don't let new "to-do's" disrupt your focus. Knock them out one at a time. 3. Visualizing goals and success. You need to see your goals and success in your mind first if you plan on making them a reality. Not only do you need to visualize the end result, but you also need to visualize every step that it is going to take to get there. Napoleon Hill said it best: "What the mind can conceive and believe it can achieve." 4. Listening and communicating well. If you aren't a good listener and communicator it will result in miscommunications and wasted time, not to mention added work to correct the miscommunications. Time is one thing that all entrepreneurs would like more of. How often have you wished there was more hours in a day? Avoid wasting priceless time repeating and redoing tasks due to poor communication. 5. Understanding your time is valuable. While it would be great to be able to give everyone the time that they wanted, it would leave you with little to no time to accomplish the things that you need to get done. If a sales representative has a question, they should address it with the sales manager. If a customer has a question they should be speaking with your customer-care representative. While people might demand your time, it doesn't mean that you have to grant them the time. Your time is valuable, so don't waste it on disruptions that should be handled by other members of your organization. 6. Seeking help when you need it. We often let our stubbornness prevent us from asking for help. Have you ever been stumped and someone comes along with the answer and you think, "Why in the world didn't I think of that?" Often times a clear mind and different viewpoint can quickly solve a problem or provide an answer to a question. Don't be afraid to ask for help when you need it, as it can also help to strengthen the communication within your organization. 7. Getting out of the office. As an entrepreneur, you have probably spent several 18-hour days behind your computer or worked through the night late at your office until the sun came back up. It is important to break your day up, for both your physical and mental health. Take a few breaks throughout the day and walk around the office or take a walk outside to clear your head and give your eyes a break from the computer. Leave your office for lunch, even if you bring it — go eat outside and get some fresh air. Want to jumpstart your day and have healthy energy throughout the day? Go to the gym bright and early before you hit the office every morning and get a good workout in. You will have a clear mind, abundant energy and improved mental focus. 8. Giving back. It is important to understand how lucky we are, as entrepreneurs, to do what we love. When you are appreciative of what you have accomplished and then take a step back to see what you can do to give back, it gives you a feeling like no other. My company helps several 501(c)(3) organizations with their nonprofit marketing each year. Helping several nonprofits that support causes I believe in is a great feeling. "You can have everything in life you want, if you will just help other people get what they want," said Zig Ziglar. Nobody said being an entrepreneur is an easy thing to do, and while these qualities will not translate into automatic success, they sure can help. By Jonathan Long Source: Inc.

All Entrepreneurs Need to Tell These 6 Stories

Think you've got your pitch down cold? Good for you, but your work isn't over.

All Entrepreneurs Need to Tell These 6 Stories

You may have one story down, but you've got five more to go, says Eileen Gittins, the CEO of Blurb. Gittins was speaking at the Dell Women Entrepreneurship Conference in Austin on Monday.

Gittins' company started out as a way for people to make well-designed photo books in somewhat less than an eon. Since then, Blurb has grown into a popular platform for e-books, publishing about 7,000 titles a day and reeling in about $100 million in revenues a year.

As Blurb grew, Gittins learned how important it was for her customers to believe there were real live people behind it, and to trust in them. Blurb has no retail stores and no salespeople--it was all about the computer screen. Gittins found that storytelling was key to developing her brand and her culture, and came to believe that all entrepreneurs have to be able to tell these six stories.

1. The pitch.

The first story, says Gittins, is the pitch, which she calls "the story to get you started." You tell what you are doing, what you have on offer, and why the person listening should care about you. Gittins must have a good one--she's raised $80 million in venture funding, and, as she puts it, "kissed so many VC frogs I don't even remember their names."

2. The story about your company.

This tells what you do, why you do it, and what distinguishes you in the marketplace.

3. A personal story.

"A personal story can advance your business more than you can imagine," Gittins said. Her company has an all-hands meeting every month: "I get the engineers to show up at 8:30, which is an act of god," she said.

At those meetings, each department nominates someone to tell a story of something that happened recently in the business. It can be of success, failure, or something in between. The stories help build trust between colleagues. And, Gittins says, and at some point, "People don’t want to hear from you. What they really want to do is hear from the guy who runs customer support or the CEO's assistant. Those tend to be the personal stories."

4. The catalyst story.

This is the most important one, said Gittins. The form is predictable: There's a hero, there are obstacles, the hero overcomes the obstacles, and all is sweetness and light. But the use of this story is anything but: "One of the great things about the catalyst story is it's a great way to help your people understand some of the change you want to surface at your company," Gittins said.

"We started in the world of personal publishing, where you make a photobook for your mom or the people you know. Now we're doing self-publishing, and if people aren't authors they don't understand it."

The catalyst story, she says, needs to be specific as to date and time. And by the time it's over, it should be obvious to everyone in the audience what would have happened without the catalyst.

5. The branding story.

At a small company, this story may rely heavily on the founder’s own story.

6. 'The vision thing.'

"This is the biggest possible vision of where your company can go," says Gittins. And it often starts out a bit like a children’s story: "Once upon a time…" or "Imagine a world where…"

One of her favorite variations on "the vision thing" is to imagine the characteristics of the hypothetical company that would put her out of business tomorrow. Once you've done that, she says, "you've just defined the vision for what you need to do to pre-empt that from happening."

By Kimberly Weisul

Source Inc.

14 Tactics for Reading People's Body Language

14 Tactics for Reading People's Body Language

Whether someone's lying to you, hitting on you, or bossing you around, you can read their intent and emotional state in their body language--if you know what to pay attention to.

According to UCLA professor Albert Mehrabian, 55 percent of what you convey comes frombody language, 38 percent from the tone of your voice, and only seven percent from the words you say.

So how do read between the lines? We've compiled tips from Psychology Today, research journals, and other publications to help you understand what people are telling you, far beyond their words.

1. Look for a lack of crinkles around the eyes to detect a fake smile.

Making a genuine smile--also known as a Duchenne smile--is nearly impossible to do on command. It's why family photos tend to look so awkward.

The smile, it turns out, is all about the crow's-feet around your eyes. When you're smiling joyfully, they crinkle. When you're faking it, they don't.

If someone's trying to look happy but really isn't, you won't see the wrinkles.

2. Raised eyebrows are often a sign of discomfort.

In the same way that real smiles shape the wrinkles around your eyes, University of Massachusetts professor Susan Krauss Whitbourne says worry, surprise, or fear can cause people to raise their eyebrows in discomfort.

So if someone compliments your new hairstyle or outfit with their eyebrows raised, it may not be sincere.

3. If their voice goes up or down, they're likely interested.

Whether you know it or not, your vocal range shows your interest.

"Once a conversation begins, besotted women slip into sing-songy voices," Psychology Today reports, "while men drop theirs an octave."

4. If they mirror your body language, the conversation is probably going well.

When two people are getting along, their postures and movements mirror each other's. When your best friend crosses her legs, you will, too. If you're on a date that's going well, you'll both be making the same goofy hand gestures.

This is because we mirror each other when we're feeling a connection, says positive psychologist Barbara Fredrickson.

5. Eye contact shows interest--both positive and negative.

When you look at someone in the eyes, it sets an arousal state in the body.

"How that arousal is interpreted, however, depends on the parties involved and the circumstances," writes Claremont McKenna College organizational psychologist Ronald E. Riggio. "Being stared at by a stranger who appears large or ominous can be seen as a threat and elicit a fear response ... However, the gaze of a potential sexual partner causes arousal that can be interpreted positively--as a sexual invitation."

6. But if they look into your eyes for too long, they might be lying.

In an attempt to avoid looking shifty-eyed, some liars will purposefully hold their gaze a touch too long, so that it's slightly uncomfortable.

They may also stand very still and not blink.

7. An expansive pose signals power and a sense of achievement.

How people hold themselves is a big clue as to how they're feeling. Harvard professor Amy Cuddy finds that expansive poses increase testosterone and confidence. If they're leaning back and relaxed, they feel powerful and in control. Similarly, research shows that even people born blind raise their arms in a V shape and lift their chins slightly when they win a physical competition.

On the other hand, a low-power pose--seen when someone closes up and wraps their arms around themselves--increases cortisol, a stress hormone.

8. Crossed legs are usually a sign of resistance and low receptivity, and are a bad sign in a negotiation.

Out of 2,000 negotiations videotaped by Gerard I. Nierenberg and Henry H. Calero, the authors of "How to Read a Person Like a Book," there wasn't a single settlement when one of the negotiators had their legs crossed.

Psychologically, crossed legs signal that a person is mentally, emotionally, and physically closed off--which may mean they're less likely to budge in a negotiation.

9. A "cluster" of gestures shows a real feeling of connection.

Attraction isn't communicated through one signal but a sequence.

Neuropsychologist Marsha Lucas has a good one to watch for: "After making eye contact, she looks down a bit, gathers or otherwise preens her hair, and then looks up at you while her chin is tipped."

10. If they're laughing with you, they're probably into you.

If someone is receptive to your humor, they're likely interested in you.

Evolutionary psychologists say that humor plays a pivotal role in human development. It serves as a way of signaling a desire for a relationship, be it platonic or romantic.

11. A clenched jaw, tightened neck, or furrowed brow shows stress.

All these are "limbic responses" associated with the limbic system in the brain.

"Emotion, spotting and reacting to threats, as well as assuring our survival, are all heavy responsibilities of the limbic system," says former FBI counterintelligence agent Joe Navarro. "The bus leaves without us, and we are clenching our jaws, rubbing our necks. We are asked to work another weekend, and the orbits of our eyes narrow as our chin lowers."

Humans have been displaying discomfort this way for millions of years, Navarro says.

12. Expansive, authoritative postures show leadership.

Whether they're innate or learned, there are a number of signals and behaviors people use when they feel that they're a leader, or at least are trying to convince you that they are.

They include holding an erect posture, walking purposefully, steepling and palm-down hand gestures, and generally open and expansive body postures.

13. A shaking leg signals a shaky inner state.

"Your legs are the largest area of your body," University of Massachusetts professor Susan Whitbourne says, "so when they move, it's pretty hard for others not to notice."

A shaky leg signals anxiety, irritation, or both, she says.

14. Crossed arms can signal defensiveness, depending on the context.

It's easy to seize on body-language cues, but it's important to be aware of the context. While crossed arms typically indicate that someone is closed off, people are also more likely to cross their arms when it's cold and when their chair doesn't have an armrest.

Be aware of the environment before making a decision or changing strategy based on these types of behaviors.

By Drake Baer and Max Nisen, Business Insider

Source: Inc.

A Crash Course in Leadership For 20-Something CEO's

A CRASH COURSE IN LEADERSHIP FOR 20-SOMETHING CEOS, FIVE ESSENTIAL LESSONS FOR TODAY'S CROP OF YOUNG LEADERS.

Traditionally, leaders spent 20 or more years rising through the ranks before they made it to the corner office. But we’re seeing a rise in CEOs in their 20s and 30s, who either founded their own company or rose quickly through the ranks of an established organization.

Discussions on the topic of 20- and 30- something CEOs usually focus on the creativity of youth, versus experience gained through decades on the job. But these attributes aren’t mutually exclusive.

As a father of two sons, I approach giving advice to any young person with some trepidation. But after four decades at Deloitte, I have unique insight into the factors that determine whether a senior leader of any age sinks or swims.

1. LISTEN TO THE RIGHT PEOPLE. IGNORE THE REST.

Younger CEOs need a whole lot of confidence in themselves and their mission. You likely have very few resources. And there’s a good chance you’re going to fail.

It’s a fact; some people won’t understand your vision. Some people will think they’re being helpful by telling you to give up. At the same time, mentors will never be more important in your career than they are right now. Mentors help us look at problems differently, and see things in us that we can’t see ourselves.

One of my most important mentors was instrumental in pushing me out of my comfort zone and opening my eyes to the possibilities for my career. Every young leader needs someone like that.

2. BE TOUGH ON PROBLEMS, NOT ON PEOPLE.

CEOs need to be resilient and have the courage to make difficult decisions. But some leaders can make the mistake of being “tough” not just on the problems facing their business, but also their people.

To foster long term respect––with their people, their clients, and their management team––20- and 30-something CEOs need to inspire, rather than terrify. This isn’t being “soft.” The tone you set will reverberate through the culture of your organization. I remember a time when a client was upset with how a particular situation had been handled. Losing my cool or raising my voice with the team responsible wasn’t going to do anything to help the issue at hand.

Instead, I worked side-by-side with the leaders on both teams to work through the problem, to repair the client relationship, and to get things back on track.

3. CONTINUE TO TAKE MEASURED RISKS, EVEN WHEN THE STAKES GET HIGHER.

One thing I love about startups is how their leaders have the courage to take risks, knowing these are essential to drive the company forward.

My son Matt Salzberg (a young CEO in his own right, he leads Brooklyn-based startup Blue Apron), shared a concept with me that sums it up. He said “An entrepreneur is someone who jumps from a plane without a parachute, and figures out how to build one on the way down.”

But as organizations grow, they have more to lose, they can become more cautious, and they can become slower to innovate.

Not many businesses stay at the top for more than 100 years, or even 50. The reason Deloitte continues to succeed is because we’re continually anticipating the big challenges and opportunities that our clients will be facing in the future. This fuels the development of more innovative services and delivery models.

4. EVOLVE AS A LEADER WHILE YOU SWING FOR THE FENCES.

Be ready to adapt your approach, style and strategy throughout your company’s lifecycle.

One of the biggest challenges cited by younger CEOs is managing large teams of people. So start focusing on getting better at this right now, before you experience growing pains.

All CEOs must continue to evolve their style and approach throughout their career.

5. PLAN IN QUARTERS, BUT THINK IN YEARS.

Launching a startup requires a long-term dream or vision, but is mostly measured in small increments. Funding rounds, product launches, perhaps looking ahead to the buyout, or IPO.

Younger CEOs need a plan to take their organization well into the future, not just as far as an IPO.

When I was U.S. CEO, I managed the business quite closely between each internal reporting period, but I was (and remain!) just as passionate about building on our global strategy and vision for the future.

I can’t fully understand how our organization will need to adapt in the next 50 or 100 years. But five or 10 years is a great place to start.

I’m really inspired to watch the careers of younger CEOs unfold. I think in the past, younger and older CEOs have viewed each other almost as different species. Moving forward, I hope we can create closer connections where we can learn from each other and become more effective, inspirational, and innovative leaders as a result.

--Barry Salzberg is global CEO of Deloitte Touche Tohmatsu Limited and proud to have recently started writing for the LinkedIn Influencers blog. You can follow his posts on LinkedIn.

By Barry Salzberg

Source: Fast Company

9 Things People Just Don't Get About Entrepreneurs

9 Things People Just Don't Get About Entrepreneurs

Entrepreneurship is hard, both physically and emotionally. Doubt, anxiety, despair--along the way, every entrepreneur struggles with those feelings.

So why are entrepreneurs willing to face the vulnerability, the emotional ups and downs, and the risk of public and private failure?

Easy. They have no choice. For entrepreneurs:

1. The voice in their heads is louder than every other voice they hear. Others may doubt. Others may criticize. Others may judge and disparage and disapprove.

You don't care. You see all those opinions for what they are: not right, not wrong, just data. So you sift through that data for the actual nuggets you can use. The rest you ignore.

Why? You may respect the opinions of others but you believe in your ideas, your abilities, your will and perseverance and dedication. You believe in yourself. And that makes you want to live your life your way and not anyone else's way.

2. They believe that how they play the game truly is more important than whether they win or lose. If you're an entrepreneur, you'd rather fail on your own terms than succeed on someone else's. You'd rather reach for your own future than have your future lie in someone else's hands. You feel it's better to burn out than to fade away.

Sure, you want to win. You're driven to win. But you want to change the rules, create your own playing field, and win the game you want to play--because winning a game in a way you're forced to play would still feel like losing.

3. They don't make choices--they create choices. Most people simply choose from Column A or Column B. Entrepreneurs glance at A and B and then often create their own Column C.

As Jon Burgstone says:

Every time you want to make any important decision, there are two possible courses of action. You can look at the array of choices that present themselves, pick the best available option, and try to make it fit.

Or, you can do what the true entrepreneur does: Figure out the best conceivable option and then make it available.

And that's why they often accomplish the inconceivable--because to entrepreneurs, that word truly doesn't mean what everyone else thinks it means.

4. They enjoy succeeding through others. Talent is obviously important, but the ability to work together, check egos at the door, and make individual sacrifices when necessary is the only way any team succeeds.

That spirit can only exist when it comes from the top.

And that's why entrepreneurs focus on the individual rather than the position, the team rather than the hierarchy, and most important, from gaining happiness and success from the happiness and success of others.

5. They don't need to be disciplined, because they can't wait to do all the things that bring them closer to achieving their goals. Discipline often boils down to finding a way to do the things you need to do. Entrepreneurs can't wait to do the things they need to do. They have goals and dreams, and they know every task they complete takes them one step closer to achieving those goals and dreams.

That's why entrepreneurs can have fun performing even the most mundane tasks. When there's a clear line of sight between what you do and where you want to go, work is no longer just work.

Work is exciting. Work is fulfilling. Work, when it's meaningful and fulfilling, is living. And that's why.

6. They don't want to simply gain a skill and then live a routine. Some people work to gain a skill or achieve a position so they can relax, comfortable in their abilities and knowledge. They've worked hard and are content. (That's not a bad thing; everyone's definition of success should be different.)

Entrepreneurs hate the contentment an acquired skill brings. Entrepreneurs hate the comfort an achievement affords. Entrepreneurs see acquired skills as a foundation for acquiring more skills. Entrepreneurs see achievements as platforms for further achievement.

Entrepreneurs pay their dues, and they want to keep paying more dues. They look at themselves in the mirror and think, "OK...but what have you done for me lately?"

And then they go out and do more.

7. They're fans of other entrepreneurs. Working for a corporation is often a zero-sum game, because personal success usually comes at the expense of others. If you get promoted, someone else does not. If you get an opportunity, someone else does not.

That's why, in a corporate setting, it's really hard not to begrudge the success of others--it's hard to be genuinely happy for a co-worker when you're really disappointed.

Entrepreneurs, on the other hand, love when others succeed. They know the pie is big enough for everyone. (Forget the current pie; they're out there trying to make new pies.)

Entrepreneurs see the success of other entrepreneurs as exciting and inspirational and as validation that creativity and hard work do pay off.

8. They're willing to start a movement of one. We all like to belong, to feel we're kindred spirits, and that's why some ideas quickly gain a following and why great ideas can become movements.

Joining a crowd is awesome. But every movement starts with one person who dares to stand up, alone, unprotected, and vulnerable, and be different: to say what others aren't saying, to do what others aren't doing--to take a chance and accept the consequences.

What makes entrepreneurs willing to take that risk?

9. They think, Why not me? Regardless of the pursuit, success is difficult to achieve. That's why we all fail sometimes. And when we do, it's easy to decide events were outside our control. It's easy to feel depressed and wonder, Why don't I ever get the opportunities other people get? or Why aren't my friends more supportive? or Why can't I catch a break?

In short, it's easy to think: Why me?

Entrepreneurs ask a different question: Why not me?

That's why entrepreneurs will open a restaurant in the same location where other restaurants have failed: They didn't succeed, but why not me? Entrepreneurs will start a software company with nothing but an idea: They may have deeper pockets and a major market share, but why not me?

Entrepreneurs don't assume successful people possess special talents or a gift from the startup gods. They see successful people and think, That's awesome, and if she can do that, why not me?

Good question: Why not you?

If you think about it, there is no real answer, because when you're truly willing to not just dream big but also to try incredibly hard, there are no reasons you can't succeed--at least none that matter to you.

By Jeff Haden

Source: Inc.