| The word entrepreneur has become a catch
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| | something like that before and even
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| all title for just about everyone and
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| | hiring a President or COO to run the ship
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| anyone who starts and or builds a
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| | and its structure so that you, the
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| business. I've always had a bit of
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| | entrepreneur can do what you do best,
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| trouble throwing that overused, imported
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| | create and build, direct and play.If you
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| moniker around because I believe it's not
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| | are a classic entrepreneur stand back and
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| always applied in the correct manner.Is
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| | look at yourself and your company. Yes I
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| an entrepreneur someone who takes the
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| | know that that may mean that you might
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| family business and keeps it going? Is it
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| | have to stop running around like a
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| the person who builds a new division of
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| | chicken without a head. Take a second and
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| the company where they're employed? Or
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| | assess what's really going on around
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| should it be reserved for only those who
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| | you.1. Are you trying to do too many
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| have put everything on the line in order
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| | things yourself?
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| to build their business? I'll opt for the
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| | 2. Do you have so much work that it
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| latter.I'll never forget being at an area
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| | seems like you're never finished?
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| Chamber of Commerce awards dinner some
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| | 3. Do you know what you want your
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| years back when I was surprised to find
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| | business to look like by the end of the
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| that the recipient of the Entrepreneur of
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| | year, three years and five years?
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| The Year award went to a gentleman whose
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| | 4. Do you waste time doing tasks that
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| father had started the business many
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| | you shouldn't be doing?
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| years before and built it into quite a
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| | 5. Can you delegate better than you do?
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| successful venture. By the time the son
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| | 6. Have you lost sight of your original
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| had arrived to run the company it was
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| | goal?
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| already a multi-million dollar operation!
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| | 7. Are you not as organized as you could
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| "Wait a minute", I said to myself, "How
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| | or should be?If you answered yes to one
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| can this guy be the entrepreneur of the
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| | or more of these questions it's time to
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| year when he was handed the reins of a
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| | sit down and write out an operations
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| large, seemingly profitable,
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| | expansion (OE) plan. The plan must
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| corporation?" Dad did all the risk taking
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| | include:1. A breakdown of the tasks
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| and sonny boy gets the awards, huh?!So
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| | involved in the day-to-day operation of
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| let's be a little cautious when throwing
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| | the business
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| around that wonderful
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| | 2. A listing of the priorities of those
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| term...entrepreneur. It's too near and
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| | tasks
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| dear to those genuine, "Hey I've got an
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| | 3. A clear vision of where you would
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| idea...I think it'll work...I'm quitin'
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| | like the company to be at year's end, in
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| my job and goin' for it" folks who really
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| | three years and five years
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| put their life on the line for the
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| | 4. A realistic understanding of the
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| challenge.The entrepreneur is an
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| | strengths and weaknesses of all
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| interesting study. He or she, by
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| | employees, including yourself
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| definition, is a person who organizes and
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| | 5. A breakdown of your typical day. This
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| manages a business undertaking, assuming
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| | may necessitate time charting your
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| the risk for the sake of their dreams and
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| | activities each day for a week.
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| hopefully profits (which may be one and
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| | 6. A outline of why you started the
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| the same).Entrepreneurs come in all
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| | company
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| shapes and sizes, yet there are some
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| | 7. An inventory of how organized, or
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| attributes that seem to be common in most
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| | disorganized, your office and/or work
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| of them.They are for the most part pretty
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| | area isWith the information in your OE
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| good at getting things going. They are an
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| | plan you can begin to structure yourself
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| excitable bunch. Caught up in the
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| | and your company. You may find that you
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| enthusiasm of their ideas and dreams they
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| | may be quite capable of taking your
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| rush forward with their embryonic plans
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| | company to the next level or that you may
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| until they become reality. They certainly
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| | be quite content leaving the structural
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| can organize and manage their business in
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| | part of that mission to someone else
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| the beginning, but then what?Many of them
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| | while you play the creative role and
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| get stuck. Why? Because they're
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| | still have the ability to reap the
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| entrepreneurs, that's why. The
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| | benefits without the stress of being in a
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| entrepreneur gets his or her juice from
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| | position that's uncomfortable.Take the
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| creating new things, conceiving great
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| | time to understand that entrepreneurs can
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| ideas and putting them into action.
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| | be great at one thing but as the entity
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| However, once the thrill is gone so is
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| | expands, not so wonderful at the tasks
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| the impetus needed to keep it going in an
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| | needed in the new environment that the
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| orderly fashion.Classic entrepreneurs
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| | growth they started brings. It's ok.
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| have trouble taking their businesses to
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| | Think of it as a parent watching their
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| the next level. I like to call it going
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| | child leave for their first of so many
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| from an entrepreneurial venture into a
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| | days of school. They'll do fine on their
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| corporation. Of course I realize that the
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| | own, they have a structured environment,
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| entrepreneurial venture may actually be a
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| | with good instructors and a president
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| corporation, but that's in name only.
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| | (principal) to oversee the situation.But
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| It's changing a mindset and beginning to
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| | when it comes time for some really
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| act like a corporation.That means
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| | important life decisions, the child comes
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| structure and manuals, policies and
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| | back to the parent (or entrepreneur) for
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| procedures. It also means less nepotism
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| | the insights and wisdom that only he or
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| and more qualifications.Unfortunately,
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| | she can provide.Dan Goldberg, MBA, is
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| the entrepreneur quite often doesn't
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| | President of Dan Goldberg Consulting
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| realize what he or she needs because
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| | L.L.C. a training, coaching and business
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| they're to busy creating and building to
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| | development firm located in the
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| worry too much about the details. All of
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| | Philadelphia, PA area. He is the founder
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| a sudden they turn around and they start
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| | and former owner of "For Eyes" the highly
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| to see that they could easily busy
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| | successful international optical company
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| themselves out of business. Yes, that is
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| | and an internationally recognized keynote
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| possible.Lack of a solid structure can do
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| | speaker. Dan is the author of the book
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| that.Entrepreneurs have a tendency to do
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| | "Stand Back A Second, Just don't fall off
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| everything themselves. That often comes
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| | the edge," and of "The Six Steps To Solid
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| from the way they started the business.
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| | Sales Success" and "The Seven Elements Of
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| But as the business grows that becomes
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| | Successful Management" programs. He is
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| impossible. Yet, too many of them can't
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| | Executive-In-Residence at Kutztown
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| let go. They become scattered, do too
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| | University and has been the subject of
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| many things, and at times compensate by
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| | stories in Newsweek, Business Week,
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| micromanaging. It's tough to watch your
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| | Playboy, Successful Business, Investor's
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| baby grow and realize that someone else
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| | Business Daily, major newspapers in New
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| can do this or that task better than
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| | York, Philadelphia, Washington, D.C.,
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| you.That doesn't mean losing that good
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| | Boston, Baltimore, Miami, San Francisco,
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| old family feeling or stopping the "Let's
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| | Oakland, St. Louis, Chicago, Los Angeles
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| go for a drink after work" routine. What
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| | and many other national and local
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| it does mean is beginning to realize that
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| | publications. In addition, Dan has
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| you're in need of a controller and hiring
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| | appeared on Good Morning America and
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| one, putting a person in the marketing
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| | other national and local television and
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| department who has actually done
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| | radio programs.
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