Entrepreneurial Benefits - Some Benefits Of Starting Your Own Company

By Marc-Eddy Drouinaud Jr

There are a multitude of articles on the internet that caution entrepreneurs about certain pitfalls that happen if they decide to start their own businesses. They rarely go over the benefits or advantages of staring a business. If you are on the fence about starting your own business or you would like to know some of the benefits of starting a business, I have some benefits that may influence you.

1) You are in control

When you run your own company, you control many aspects of your life. No one tells you what to do or when to show up.

2) You get to build something from the ground up

When you decide to start your own company, you get to enjoy the process of starting one from scratch. After you build a successful company from scratch, usually entrepreneurs tend to have a better understanding of what it takes to build one and they can pass that knowledge down to their kids and other people.

3) Tax Benefits

For entrepreneurs, they have the chance to take advantage of some incredible tax perks. As an entrepreneur, you can use expenses like food, phone bills, and travel on your taxes. In addition, some start-ups are qualified for incentives from the government. If you are unsure about what you are qualified for, you can talk to your tax consultant for more insight.

4) Networking

Entrepreneurs are constantly commuting. You will be able to meet up with like-minded people and gather some information from other people's experiences. In addition, it is always good to have people that have your back when you run into financial trouble.

5) Create jobs

It is very exciting when you realize that you impact people's lives in a great way by providing them with a job. The ideas you came up with has provided them to earn a living, which allows them to provide for their families.

6) Skills

Some people ask me how I learned about things like SEO, pay-per-click, and other marketing techniques. What I tell the people is I did not have a choice but to learn them. If I did not learn how to use them, my company would have a very little chance of surviving. I also was forced to learn how to negotiate budgets, how to build a proper excel spreadsheet, and how to save money.

7) Financial security

I would be lying to you if I said that working for someone offers more job security than being an entrepreneur. However, once you have approached the 20-year mark, as far as owning a successful company, you will have accumulated the experience needed to go out and get money whenever needed.

10 Obsessive Ways You're Undermining Your Business

By Robert Middleton 

Roger is an independent professional creative, much like you and me. He does his own specialized version of consulting, coaching, and training.

Roger is great at what he does and has had many successes, but he often feels unfulfilled and dissatisfied with the progress of his business and marketing.

Results don't seem to come fast enough; he feels he should always be doing more, and yet his long working hours are leading to burnout, not the results he craves.

Roger has a little issue that's holding him back, but he has no awareness that it's even an issue.

Roger is what you might call a perfectionist-obsessive (P-O).

He doesn't notice because he believes everyone should be more like him: hard-working, dedicated, organized, and strong-willed.

These are certainly strengths and can help in so many situations. He's more productive than the average person.

But as a P-O he tends to overdo things. A LOT!

When you're a P-O, these strengths can also work against you because you often take them to the extreme. And at some point, something's gotta give.

Are these two scenarios familiar to you?

The prime characteristic of a P-O is the tendency to work on a project until it's "perfect." And because this consumes huge amounts of time, productivity plummets.

Making matters worse, the P-O will often procrastinate endlessly, because they realize the project will take so much time and they're afraid they won't be able to do it perfectly.

So P-Os are often damned if they do and damned if they don't.

If someone else employed Roger, this behavior wouldn't be tolerated. But being self-employed he can get away with it. After all, he controls his time, his goals, his plans, and his destiny. Right?

Being so obsessed with being perfect, Roger doesn't even notice his behavior. It's like water to the fish.

"Perfectionism, what perfectionism? I'm just trying to do a good job."

Are you a P-O?

Here are some typical P-O behaviors that might hit a nerve:

1. You believe that when it comes to projects, it's all or nothing. As they say, "Go big or go home."

2. You tend to procrastinate or avoid projects because it's never quite the right time. But the right time rarely comes. Yet you always have a good excuse for not getting it done.

3. You see mistakes before anyone else does. And you are intolerant of others who don't meet your standards of perfection.

4. You frequently feel you're right about any idea, project, or course of action you undertake. And there is no room or tolerance for compromise, only perfection.

5. You're very particular about how things are done and rarely feel others can do things as well as you. You feel anxious or stressed when something you're working on isn't perfectly organized down to the last detail.

6. You are so results-oriented that you're inclined to waste huge amounts of time perfecting incremental things that nobody else would notice or care about.

7. You have extremely high standards and habitually overdo things in your life, from your business to organizing, to hobbies, to taking care of your health. And, instead of getting fulfillment, you get burnout.

8. You strive for perfection in everything, often at great cost to yourself. You'd rather lose sleep, eat poorly, and miss time with loved ones than not get a project done at an insanely high level.

9. You have such high standards that you may think you are morally superior to others, making you difficult to work with. You're impatient and often arrogant.

10. Finally, even when you do great work that is admired and praised by others, you don't feel you did a very good job and are rarely satisfied with your work. And if you don't do a great job every time, you're very hard on yourself.

Every P-O has their own particular behaviors that end up undermining their effectiveness. What's yours?

If you happen to realize you're a P-O and are determined to change, you'll run into a paradoxical barrier.

As a P-O, you'll attempt to make changes in the style of a P-O. Your self-improvement process just becomes more of the same.

"I'll learn to stop being perfect, but I have to do it perfectly!"

It's only by completely stepping outside of the P-O box you live inside that there's any hope of real change.

The purpose of this article is to help you increase your awareness of P-O tendencies and behaviors.

However, if this is a serious issue for you, I'm not really qualified to help you change. It's complex, subtle and challenging.

But I will direct you to an amazing book:

It's called Present Perfect by Pavel Samov, Phd.

Since I'm a bit of a P-O myself, I'm finding it immensely helpful. And If I work hard enough, and study for long hours, I just might get it right!

Cheers, Robert

Action Plan Marketing helps self-employed people attract more clients through action-oriented marketing strategies that get you in front of prospective clients. Get our free report on how you can attract more of your ideal clients at this link:

Starting A Business - Some Things To Keep In Mind

By Marc-Eddy Drouinaud Jr 

There are many things that are required to run a successful business. To have a business that you can hang your hat on, I would recommend that you keep these ideas in mind.

1) Build something that you believe in

I learn a huge lesson from owning a company for 5 years. When you are in your dark basement thinking about why your business in not producing in the way you would want it to, there is only one thing that powered me forward, and that was the belief in my purpose.

2) Don't aim for small changes, be radical with your improvements.

In today's time, we have incredible products and services through entrepreneurship. I strongly recommend that you keep detailed statistics as far as marketing, profits, and costs. When you stay on top on your statistics, you can track the areas where you need improvements.

3) If you become successful, anticipate copiers

When an idea starts to see success, people all over the world are trying to get in on the action by copying everything you are offering. Although it is unfair, I recommend that you constantly find ways to separate yourself from the pack of copy cats.

4) Save your money, so it can save you later

Although this is powerful advice, it is very hard to do. When I had my start-up, it felt like it was taking all my money. One of the main reasons why my company is still standing is because I kept a strong savings account to cover my losses.

5) Rome was not built in a day

Starting a business from scratch is extremely time consuming. According to Forbes, most companies break even after the fifth year. What that means is, on average, most companies are straight losing money for five years and do not see profit to about 5 to

7 years.

6) Make sure you are saving your time

It is important to do some careful research on the industry you are a part of. For example, I am a part of the telecommunications industry and I made it a priority to look at the history of companies in my industry. I looked at they survival rates to determine if they can stand the test of time.

7) Consult with your loved ones

When you decide to start a company, your family gets the pros and cons with what comes with starting a company. If your family is opposed to taking the cons of starting a company, then it will make things that much harder for you.


Leadership Question: Are You Available?

By Anthony T Eaton 

The adage, "I have an open door policy" is a cliché! If you are a leader, you should be challenging yourself on this regularly. It is not a matter of whether you think you have an open door policy; it is a matter of whether your employees believe you do.

Before you were in a leadership position did your boss have an open door policy? Was/is their door open more than closed? Did/does an open door feel like an invitation or an invisible barrier? If you went to them at any time with something important would they welcome you?

If you are in a leadership position take a moment and ask yourself; do you, welcome people, in, make time for them? Are you accessible or do you sit behind a closed door? Do those you lead feel like they approach you anytime without fear of being rebuffed? How do you know; have you asked them?

I know for sure that some leaders reading this right now are saying there is no way they can have a "real" open door; they would never get anything done. I would always be interrupted by things that don't matter. I don't have time for that. And to this, I say, hogwash! If in fact, that is the case then you are not correctly setting expectations or managing, you are making excuses, and you don't have time not to have an open door.

Strong leaders are accessible whenever those they lead need them, and if it is a "social" call, they manage it as if it is no less critical than an impending disaster.

The best leaders I have had let me do what they hired me for and knew that when I called them or came to their office, it was because I needed them and they were always available. In contrast, the not so great leaders I have had not only sat behind their closed office door but also avoided any direct contact were unresponsive to emails, voicemails and left me feeling as if I was on an island to fend for myself.

So how do they/I do it? Here are some tips.

• Set Expectations

Don't assume that people know what it means to have an open door. I rarely close my door, but when I do my direct reports know that I am either on a conference call or working on something that requires my undivided attention. Even then, if it is urgent, they know they can interrupt.

When my door is open, they are free to approach for business or social interactions, and if I cannot accommodate them I ask them if it can wait, but most of the time I stop what I am doing to give them the attention they need. I do this because it makes them feel valuable and in return, they are also more responsive to me and engaged.

• Make yourself seen

When is the last time you walked through your department and said hello to everyone, even those that don't report to you? When is the last time your leader did this?

Although I am in before some of my employees, I always say good morning, even to those who work around us. For those who come in later, when I step out of my office for any reason and pass by them I do the same. It is a simple acknowledgment of their presence and helps set the tone for the day. In contrast, I have had and know of leaders that will go out of their way to get to their office unseen to avoid any interaction with their employees or others, and this sends an even stronger message to employees about their value.

• Be available

As I stated above, I make myself accessible, but I also let those around me know that they can reach out at any time, for any reason, day or night. Whenever needed they can come to my office, email me, call me, text me, whatever they need to do to get me if they need me. In return, they do the same for me.

• Be responsive

To be responsive, you have to be actively engaged. Just because you are physically there, have email, voicemail or text it doesn't mean you are present. Even if you cannot give a specific answer, talk at that moment or address the need, an acknowledgment of some kind is a response.

How often have you wondered if someone got your text, email or voicemail? Or worse yet, they blew you off in person? Sometimes I am busy, I can't answer without giving it thought or consulting with others, but I always try my best to provide some acknowledgment.

• Manage behaviors

You may set expectations, make yourself seen, be available and be responsive but still encounter the person that feels everything is urgent, an emergency or just wants to be social at all the wrong times. Hopefully, it is rare, but in these cases, you must be able to manage behaviors and hold people accountable for your expectations.

I model the behaviors I expect; I don't enter an office or cubicle without being acknowledged and invited even when the door is open, and I ask the same from others. When someone approaches and I am busy I pause to ask them if it can wait, can they come back or motion them to hold on. I never ignore them.

Even as I write this, I know that sometimes I miss the mark, but I recognize when I do, make corrections and apologies when it is needed. It is not always easy, but as a leader, it is essential that current leaders model the correct behaviors so that those who will rise to be future leaders know how to do it, and those who don't feel the same value as those who will and already are.