A Quote by Seth Godin
A business owner is the boss, but it's a job, a place that is stable and profitable. An entrepreneur is an artist of sorts, throwing his/herself into impossible situations and seeking out problems that require heart and guts to solve. Both are fine, but choose.
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The most important job of the entrepreneur begins before there is a business or employees. The job of an entrepreneur is to design a business that can grow, employ many people, add value to its customers, be a responsible corporate citizen, bring prosperity to all those that work on the business, be charitable, and eventually no longer need the entrepreneur. Before there is a business, a successful entrepreneur is designing this type of business in his or her mind's eye. According my rich dad, this is the job of a true entrepreneur.
No scientist is admired for failing in the attempt to solve problems that lie beyond his competence. ... Good scientists study the most important problems they think they can solve. It is, after all, their professional business to solve problems, not merely to grapple with them.
How can you, as a small business owner, figure out what you are and, from there, begin to take action? Simple - you have to understand what part of the job you are doing and, if it isn't fulfilling the role of the entrepreneur in your business, you must make the decision to take on that role.
Before there is a business, a successful entrepreneur is designing this type of business in his or her mind's eye. According to my rich dad, this is the job of a true entrepreneur.
Your first job, as an owner and an entrepreneur, has to be to understand how the business is going to actually work.
My job was to turn the company around and to give Time Warner a profitable Web business to spin off and a profitable access business that still throws off a tremendous amount of cash. I can check both of those boxes. I am done, and I feel good about what we've accomplished.
Saying that government is not the way to solve problems is not saying that humanity cannot solve its problems. What I've finally learned is this: Despite the obstacles created by governments, voluntary networks of private individuals - through voluntary exchange - solve all sorts of challenges.
Discipline is the basic set of tools we require to solve life’s problems. Without discipline we can solve nothing. With only some discipline we can solve only some problems. With total discipline we can solve all problems.
The importance of inclusive behavior was modeled for me early in life. I have many childhood memories of my mother - an entrepreneur and business owner - drawing people to herself and inspiring them with the genuineness of her interest in them.
And I've come to the place where I believe that there's no way to solve these problems, these issues - there's nothing that we can do that will solve the problems that we have and keep the peace, unless we solve it through God, unless we solve it in being our highest self. And that's a pretty tall order.
The future mathematician ... should solve problems, choose the problems which are in his line, meditate upon their solution, and invent new problems. By this means, and by all other means, he should endeavor to make his first important discovery: he should discover his likes and dislikes, his taste, his own line.
If God was the owner, I was the manager. I needed to adopt a steward's mentality toward the assets He had entrusted - not given - to me. A steward manages assets for the owner's benefit. The steward carries no sense of entitlement to the assets he manages. It's his job to find out what the owner wants done with his assets, then carry out his will.
Most people will solve the problems they know how to solve. Roughly speaking they will solve B+ problems instead of A+ problems. A+ problems are high impact problems for your company but they're difficult problems.
True opinions are a fine thing and do all sorts of good so long as they stay in their place; but they will not stay long. They run away from a man's mind, so they are not worth much until you tether them by working out the reason. Once they are tied down, they become knowledge, and are stable.
Managers are not confronted with problems that are independent of each other, but with dynamic situations that consist of complex systems of changing problems that interact with each other. I call such situations messes. Problems are extracted from messes by analysis. Managers do not solve problems, they manage messes.
I tended to write poems about both social and spiritual problems, and some problems one doesn't really want to solve, and so the problems themselves are solved. You certainly don't want to solve problems in poems that haven't been solved in the world.
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