Traits of The Successful Entrepreneur

Written by Sue and Chuck DeFiore


Continued from page 1

The next trait successful people have is that they like to know where they stand. They know their own business inside and out. However, they also know about their competition. They also know how well their own business measures up. And since they set goals they know exactly where they are in regards to reachingrepparttar financial goals they have set for themselves.

Successful people know how to handle budgets and finances. This is a very important trait. They are very cognizant of all phases of their finances. How much they owe, how much they have borrowed, interest rates, and anything else that can effect them. They always save for a rainy day. They are very much aware that they need to spend money to make money, and will put off expenditures for themselves (house, car, vacation) until they can afford it.

Another trait that successful people have in common is that they also don’t settle for second best. They like things done in a certain manner. They have standards that must be met for themselves and their product. If they work with an outside company and that company sends them something that is not up to their standards, they will return it. They look forrepparttar 104951 best products andrepparttar 104952 best workmanship inrepparttar 104953 price category they are working within. They would never put out a half hearted effort for a customer. If they realize they haven’t done a good job or haven’t done it right, they will do it again or set things right withrepparttar 104954 customer. This is why their customers are loyal to them and want to continue to do business with them again and again. Remember repeat business is why you are in business. If you don’t make a good impressionrepparttar 104955 first time, you won’t get a second chance.

The successful entrepreneur has fun doing what they do. While they might not enjoy every aspect of their business, they enjoyrepparttar 104956 work that they do. One common theme you will find among them is that they enjoy it because its theirs, and they know they are building something forrepparttar 104957 future.

They also don’t mind putting in long hours because they know that this time is necessary in order for them to move forward. The owner wears many hats: sales calls, bookkeeping, and making sure that customers are satisfied and happy with their product and/or service. They also need to set up appointments, meet deadlines. However, they also know when playtime is over and it’s time to get down to business.

Another trait they all have in common is they get help when they need it. They will contact other professionals when warranted. They would rather be safe than sorry. They realize they are not experts in everything. They also realize at some point in their business that they can’t do it all, and that they have to delegate responsibility to either an outside source, independent contractor, or that they might have to hire an employee.

So, do you haverepparttar 104958 traits to become a successful entrepreneur?

Copyright 2003 DeFiore Enterprises

Interested in having your own successful, home based creative real estate investing business? Chuck and Sue have been helping folks start successful home based businesses for over 19 years, and we can help you too! To see how, visit http://www.homebusinesssolutions.com


Communications for High-Performance Teams

Written by Manya Arond-Thomas


Continued from page 1

• Standards for how we’re going to communicate in and outside meetings

• Keeping us on track if we get off

• Facilitating group members’ input

• Permission for bringing feelings out inrepparttar open and dialoguing about how they affectrepparttar 104950 team’s work

It’srepparttar 104951 leader’s job to instill a sense of responsibility in individuals forrepparttar 104952 well-being ofrepparttar 104953 team. In self-aware, self-managing teams, members hold each other accountable for sticking to norms.

The third spoke is comprised of communication on issues related to control, which range from resolving issues of leadership style, decision-making and conflict management processes, as well as agreement on operating practices that support development, production and/or implementation.

Lastly, to buildrepparttar 104954 fourth spoke,repparttar 104955 group must address and agree onrepparttar 104956 overarching team goals, addressingrepparttar 104957 questions of: “What do I want to see happen? What do we want to accomplish? And how will we know when we’ve accomplished it?”

These spokes comprise a series of developmental stages that high-performing teams negotiate effectively. Lack of team alignment and high performance indicate thatrepparttar 104958 group has not adequately addressed and clarified questions in one or more ofrepparttar 104959 stages of membership, control, or goals. If you find yourself on a team that’s not delivering to it’s potential, it’s time to do a team assessment to uncover and bring to lightrepparttar 104960 unresolved issues. When you do that, assuming you haverepparttar 104961 right players, your team can go from good or even very good to GREAT.

Manya Arond-Thomas, M.D., is the founder of Manya Arond-Thomas & Company, a coaching and consulting firm that catalyzes the creation of “right results” through facilitating executive development, high-performance teams and organizational effectiveness. She can be reached at (734) 480-1932 or e-mailed at manya@arond-thomas.com. Subscribe to Emotional Intelligence at Work mailto:manya_list@aweber.com


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