The biggest problem founders and little business owners have is that they’re experts in their field and novices in what it takes to effectively run a business. That’s what usually trips them up, sooner or later.
Don’t let that happen to you. Admit that you simply don’t know what you don’t realize business, starting with these 15 tips bound to help keep you and your company out of predicament. Some are straightforward, others are counterintuitive, but they’re all true. and a few days they’ll save your butt.
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Always confirm there's and can enough take advantage of the bank.
Period. the foremost common business-failure mode, handily, is running out of money. If you recognize you’ve got an income or liquidity problem arising, fix it now.
You can’t fire bad employees fast enough.
You just can’t. Just confirm you recognize they’re the matter, not you (see next tip).
Related: Busting the 6 Myths of Entrepreneurship
The problem is perhaps you.
When I was a young manager, my company sent us all to every week of quality training where the foremost important concept we learned was that 90 percent of all problems are management problems. When things aren’t going well, the primary place to seem for answers is within the mirror.
Take care of your stars.
This goes for each company, big and little. the value of losing a star employee is gigantic, yet business leaders rarely take the time to make sure their top performers are properly motivated, challenged, and compensated.
Your people aren't your kids, your assistants, or your shrink.
If you employ and abuse them that way, you'll come to regret it. Capiche?
Learn to mention "yes" and "no" tons.
The two most vital words business owners and founders have at their disposal are “yes” and “no.” Learn to mention them tons. which means being decisive. the foremost important reason to focus – to be clear on what your company does – is to be clear on all the items it doesn’t do.
Listen to your customers.
It boggles my mind how little most entrepreneurs value their customers when, not only are their feedback and input among the foremost critical information they're going to ever learn, but their repeat business is that the easiest business to urge.
Learn two words: meritocracy and nepotism.
The first is how you run a corporation – by recognizing, rewarding, and compensating based solely on ability and achievement. The second is how you don’t run a corporation – by playing favorites and being biased.
Related: Fear Alone Can Never Hurt You
Know when and when to not be transparent.
Transparency is as detrimental at some times because it is useful for others. There are times to share openly and times to zip it. you would like to understand when and with whom to try to to one versus the opposite. It comes with experience.
Trust your gut.
This phrase is usually repeated but rarely understood. It means your instincts are a particularly valuable decision-making tool. Too often we find yourself saying on reflection and with regret, “Damn, I knew that was a nasty idea.” But the key's to understand the way to access your instincts. Just sit, be quiet, and hear yourself.
Protect and defend your property.
Most of you don’t know the difference between a copyright, trademark, secret, and patent. That’s not acceptable. If you don’t protect and defend your IP, you'll lose your only competitive advantage.
Learn to read and write effective agreements.
You know the expression “good fences observe neighbors?” It’s an equivalent in business. The simpler your agreements are, the higher your business relationships are going to be.
Run your business sort of business.
Far too many entrepreneurs run their business like an extension of their finances. Bad idea. Very bad idea. Construct the proper business entity and keep it break away your personal life.
Know your finances inside and out.
If you don’t know your revenues, expenses, capital requirements, profits (gross and net), debt, cash flow, and effective rate – among other things – you’re posing for trouble. Big trouble.
You don’t know what you don’t know.
Humility may be a powerful trait for leaders, which goes for brand spanking new business owners, veteran CEOs of Fortune 500 companies, and everybody in between. More times than not, you'll come to regret thinking you knew all the answers.
Behind every failed company are dysfunctional, delusional, or incompetent business leaders. The irony is, none of them had the slightest concept was true at the time. Even sadder, most of them still don’t. Don't find yourself like one among them.
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