Eating Our Own Cooking

In our current test business, Curtis and I received a request from a client that wanted to place a large order for high end, specialty products.  We went to the manufacturer of these products and were able to open an account.  However, when it came time to sign the contract with the vendor, it contained language prohibiting our operating a business model that was identical to our business model.  The order we were trying to fill was worth a large sum of money.  And the likelihood of the vendor ever figuring out we were in violation of the contract was minimal.  In our zeal to land this account, Curtis and I conveniently forgot to pay close attention to this clause in the contract.  However, Koral, who is one of my trusted gatekeepers, reminded us that signing the contract would run counter to our values.  As lucrative as this deal would have been to our company, we passed on the order.  It just seemed that if we were going to lose sleep, it would be better to lose it over the loss of revenue rather than the violation of our code of conduct.

In a previous business Curtis and I founded, we did not follow our own guardrails.  We had put a financial guardrail in place stating that we would always keep a $100,000, three-month buffer in place to protect us if the business took a downturn.  We also agreed that if things went south, we would reduce expenses, rather than dip into our reserve, in order to maintain a positive cash flow.

After several years of mind-blowing success, the business did suffer a downturn.  It wasn’t long before we saw ourselves dipping below the $100,000 threshold.  At the time we had a team we felt loyal to, and we did not want to have to cut back.  So we lowered our threshold to $50,000.  In making that decision, we broke our rule and crashed through our guardrail.  But we felt justified in doing so because of our previous success.  Before we knew it, we had crashed through the guardrail again and spent that last $50,000.  At this point, instead of cutting our losses, we decided to create another business plan.  Unfortunately, our team was not a good match for our new venture.  Ultimately, with no cash left, we had to lay off the entire team we had been trying to protect.  We also had to terminate what had been a very productive partnership and part ways.

We would have all been so much better off if we had reduced our expenses and stayed within that first guardrail.  Yes, we would have had to lay off one or two employees or cut back on expenses in some other way.  As painful as that sounds, it would have been so much better than having to kill the whole business.  We could have saved our most valuable employees and avoided a lot of pain and heartache. 

Our blunder led to Curtis and me parting ways for almost four years.  Now we are working together again and building a successful business.  And we’re hoping we will have the good sense not to forget our need to stay within the guardrails we’ve established. 

Summary

As you are traveling toward your beacon in the fog, you will need guardrails to keep you from heading over a cliff or wandering out into the weeds.  For each of your zigs, you should establish a financial number, an allocation of time, a duration of time, and a financial target to control the resources and energy you are going to put into that particular zig.  You then need to create a list of the other guardrails that will keep you out of the weeds.  Finally, remember the need to establish a network of trusted associates who will keep you from heading out of bounds network or drifting toward the edge of a cliff.  These guardrails will grow out of and be aligned with the values you defined in Chapter 3.  They will then have the power to keep you on target as you zigzag toward your beacon in the fog.

A young man named Tanner Greenwood currently works for me. He’s a fine young man—a hard worker with bright eyes and good intent. This week Tanner has had a hard, rotten, no good, very bad, good-for-nothing week.

It seemed like everything was going wrong for him. He had some car problems, and then some more car problems. The car locked up on the freeway. He had a couple personal issues that didn’t go well. He got a severe case of the flu. Just about everything this week seemed not to be going very well for Tanner. On top of all of that he wasn’t able to come into work this week, and I felt real concern for him.

Then today I pulled up in the parking lot just as Tanner arrived. I could tell from his swagger that he was down just a little bit. I also happened to know that Tanner is really a hard-core rock climber. I whimsically thought, “You know Tanner, we’re going to go up to the Outdoor Retailer Show.”

Then without much more thought, I had him jump in the car and we went up to the show. We got in and he just kind of hung out. It was a fairly good day, and then at the end of the day we went into The North Face booth, and low and behold, who was there, but Conrad Anker.

For those of you who don’t know him, he’s a world premier, high altitude, vertical-face climber. Anker is the individual who discovered Mallory’s body on Everest. He’s also the one who climbed the third step without the ladder. He’s the only one in the history of the world who has ever done that. He also just got done doing an epic climb in the Himalayas that was previously deemed impossible.

So there was Conrad. I recognized him, and went up and talked to him for a little bit and I told him about Tanner. He was so generous. He sat down and talked with Tanner, took a picture, and signed a poster. We were able to hear a couple stories, and ask him if he thought Mallory was able to make it up and over that third step on Everest before he died. (He said he didn’t believe so.)

We just talked and had a couple really delightful moments, and then as we were walking out of The North Face booth, up walks a few other very well-known climbers, including Russell Brice, the very well-known coordinator who is very good at coordinating and helping get people up Everest.

Tanner really enjoying the day and as we were driving back to the office, I heard him mumble under his breath—“The week was worth it!”

I’ve thought a lot about that statement.

I think we all get in these situations where there are horrible, miserable, rotten, good for nothing, hard days (and sometimes weeks). Often just when we get to the point of totally despair, we get these little wonderful cherry-on-top-of-the-dessert moments that end up making all of it worthwhile. Thank heavens for those little cherries that make the pain the misery that we have to go through, worth it.

The reality is that most of our business dealings and most of our day-to-day lives are somewhat mundane. There’s a lot of grinding it out.

Some people think being an entrepreneur is all sexy and hot and flashy all the time. The reality is that more often than not, it’s about slogging it out and just punching it out. Many times it’s just about enduring to those occasions where you get to have your picture taken with Conrad Anker.

My hat is off to you Tanner Greenwood. You’re a fine young man and I expect wonderful things for you in the future. I’m happy you had a wonderful day and that you had this experience. 

I control the finances of my business

I have learned the hard way that every time that I do not keep my finger on the pulse on the finances of my company, it goes into the weeds.  Once, I returned from a vacation in Nepal to find that my partner had obligated us to a bunch of expenses without our having the income to pay for them.  To cover his commitments, he basically sold off our inventory in a fire sale.  He was so proud that he had sold so much product; but he did not bother to look at the bottom line, and we took a huge loss on the items he sold.  He seemed to have forgotten that sales don’t really count for much if they don’t actually make a profit. 

I really do not love doing the finances, but I have learned that no one else is going to manage my money the way I manage it.  I always pay my bills on time, and I always know exactly how much is in my bank account.  I simply do not spend money I do not have, and if I’m not keeping track of my finances I know I could find myself in a position that would force me outside of my guardrails. 

I will not make personal guarantees on things that I have no control over

Years ago, I was hired as a young CEO of a small startup company.  I did not have ownership, but I was eager to impress the owners and show that I was in the game.  The company needed a batch of new computers for the employees.  I thought I was demonstrating my commitment by volunteering to sign for the lease on these new computers.  So, I signed a personal guarantee that obligated me to a three-year lease.  Needless to say, the business collapsed along with the rest of the Internet bubble.  Here I was without a job, and I had to pay $800 each month toward these computers.  I brought them home and lined them up in my basement.  They had absolutely no value to me, other than my kids learned great computer skills.  I did fulfill my obligation, but I vowed never to sign a personal guarantee on something over which I do not have complete control.

I protect my personal network

One of my guardrails is that I will protect my personal network.  I’ve been offered countless opportunities to get involved in businesses that would have been dependent on tapping into my networks of family and close personal friends.  At times, I would have been looking to them for capital.  At other times, I would have been using them as my primary pool to market to.  For me personally, I’m very protective of my family and friends because I know that they will be very hard to replace if a business goes south.  And, as I consider whether to involve them, I examine the situation by asking a simple question, “What’s the worst that could happen?”

I stay focused on my values

I try to always ensure that my business life conforms to my personal beliefs and values.  Obviously, I will not do anything that is illegal or unethical.  For some, that line may be a bit fuzzy, but my guardrail is whether I would ever have to justify or rationalize my actions to my wife or my children (or my mother!). 

Sometimes, my decisions are made by the simple measure of whether an opportunity feels right to me.  Not long ago, I was approached about doing business with an individual who was manufacturing and selling diet products.  The opportunity seemed promising, so I went home and told my wife about it.  Given her experience as a registered nurse, she examined the product and then told me why she felt it was not safe and why she felt this venture wasn’t something I should have my name associated with.  The product was perfectly legal.  But it was not something my wife believed in, so I did not pursue the opportunity.

Out-of-Bounds Worksheet

List the people who will be your out of bounds network:

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List the out of bounds markers in your life:

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List four or five things of how you will know when you are out of bounds. Is it a gut feeling, panic, scarcity mindset, etc:

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List the things that you consider to be completely out of bounds in your life:

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Identify exactly where you will change your direction on each zig and zag:

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Have a direct conversation with each member of your out of bounds network. Make sure they clearly understand what your out of bounds markers are and what their responsibility is to keep you within those bounds.

Last night after my family and I finished a meeting in preparation for our trip to Guatemala this summer. Afterward, we stopped into a nearby restaurant for a bite to eat. As we entered the dining room, I noticed the General Manager working at one of the back tables. It was very evident that he was the General Manager, because he had all his financial reports and other documents and reports and details and his reports spread out. Plus people kept bringing him drinks and you could tell that they were rather respectful of this man. 

As I went to the buffet I walked by and I noticed that there on the table was not a plate of food from the restaurant we were in, but instead the guy was eating a big hoagie sandwich and chips from the sandwich shop across the street.

During the entire dinner I couldn’t get it out of my mind. I was just down and out right bugged. Here we are at a restaurant and the General Manager who is supposed to be in charge of the restaurant business is eating a competitor’s food. I kept mulling it over in my mind—thinking, “Is there something wrong with this food? Is there something going on that we customers don’t know about?”

One thing that I have made a vigilant attempt to do in every company I have established is to do what I call, “Eat Our Own Cooking.” We live it, we eat it, we drink it, we sleep it, we drink our own Kool-Aid, we actively behave.

Now are we perfect? No. No, we are not always perfect. But we always eat our own cooking. The reason why is; if you can’t believe in your own product enough to truly endorse it and stand by it, then how is anyone else ever expected to get on board and fully sustain it?

One of the things that I am really proud of in both of the books that I presented and put forth to market is the we truly ate our own cooking.

We learned some things along the way. We had to improve our cooking. But we did it. I give you the same advice—eat your own cooking. It doesn’t matter if you are in a service industry, or if you market a product, or if your business is information based—eat your own cooking. Stand by it! 

Don’t bringing some other company’s brand into your restaurant, spreading it out on the table, and sending the wrong message to your customers. That’s just completely inappropriate. Stand behind what you put forth into the market and eat your own cooking!

The following are brief elaborations on the rules I have set for myself—the reasons behind each guardrail.  Again, remember that your circumstances and needs are different from mine, just as each ski slope is different.  The key is that you need to define what guardrails you need in your life.

I will not risk my family’s financial stability

Before I took the plunge into full-time entrepreneurship, my wife and I had paid off our home. This was a huge milestone for us, and it provided us with some sense of security as I undertook pursuits that involved a much higher degree of risk.  I have committed that I will not jeopardize my home because I do not want to take risks with my family’s financial security. 

I keep my teams small

Whether I’ve been working for an organization or running a small business, I have always preferred to keep my teams small.  I know myself well enough to know that this is where I excel.  I have found that if I keep my teams under fifteen employees, then I can know the needs, interests, and desires of each person.  I can get to know what motivates them so I can push the right buttons to keep each person going.  I have run much larger teams, but keeping them small results in the highest output for the amount of input I can give. 

I avoid venture capital to start or grow a business

I have a good friend who had the courage to become an entrepreneur fifteen years ago.  He and his family came close to living on wheat and water so he could create his business.  He maxed out credit cards and used whatever he had to become successful.  And, indeed, he did become successful and profitable.  He and his business partner then decided to grow the company even bigger, and they were able to raise a couple million dollars in venture capital.  They continued to work hard and became even more successful.  They were the rave of all of the business magazines in our area.  They won awards and were highly regarded.  However, bit-by-bit, as financial challenges hit, they sought out more venture capital.  But each time, they also signed away a bit more of their lives; to where the venture capitalists had diluted the ownership of a company they had sacrificed so much to build.  Now my friend is at a point where he has minimal ownership in the company, and yet he is contractually obligated to run it for the venture capitalists.  Of course, the venture capitalists demand that he put in the same amount of work and energy as when he started the company.  After years of hard work, he still never gets to spend the time with his family that he was hoping this business would allow.  He is now middle aged, and he is burned out.  If he would have stayed on his initial course and built his business a little more slowly, he could have zigged and zagged his way to permanent success.  He now either has to start all over or continue to work in a company he no longer controls.  There are times and places for venture capital but not as frequently as people think, and it is not my desired funding method.

Weeds are diversions, inefficiencies, and even short-term successes that distract you from the course you have set for yourself.  Weeds can be either negative or positive forces.  They may take the form of being stuck with a large team you just can’t find a way to keep motivated.  They might involve becoming so mesmerized with the profitability you’ve achieved that you forget to move on to your next step.  Your personal weeds might have to do with a tendency to continually react to everyone else’s demands instead of moving toward your goal.

Just as important as establishing the values that will serve as your road map is your need to set up the guardrails that will keep you out of the weeds.  The guardrails you’ll need to keep you out of the weeds are very personal and will differ according to your circumstances and objectives. Everyone should have guardrails in place for the various parts of each zig and zag so that you are always in control of your financial number, your allocation of time, your duration of time, and your financial target.  Your other guardrails will be determined by factors such as your tolerance for risk, your family’s tolerance for risk, your value system, and what portion of your personal network you are willing to expose to your endeavor. 

I’m going to share some of my guardrails, but remember that these are my rules, not yours.  I share them only to illustrate how important it is to give careful, specific thought to your guardrails, rather than attempting to put them in place when you’re in the middle of heading over the cliff:

·                     I will not jeopardize the financial stability of my home or family.  I am not going to mortgage my house for my business.

·                     I like to keep my teams small (under fifteen people).

·                     I will be very careful in taking venture capital.  I want to retain ownership in my companies.

·                     I must control the finances of my business.  

·                     I will not sign personal guarantees on a business I do not personally control. 

·                     I will protect my personal network. 

·                     I will not get involved in a business that goes against my personal moral values. 

·                     I will not do anything illegal or unethical.

·                     I will not work with people I do not enjoy.  Whether it is a customer, a vendor, or an employee, life is too short to work with miserable people.

My list is actually longer, but these are a few examples of my guardrails.  If I find myself getting near the edge on any of these, my wife, my business partner, or my executive admin each knows me well enough to tell me I am starting to cross the line.  And I expect them to not stand by silently.

Paying it forward is a beautiful concept that I came to enjoy this holiday season. As the Christmas season rolled around I was kind of in a little bit of a bah-hum-bug mood. I hadn’t really had the Christmas spirit hit me.

One night as I was preparing to wrap up an intense week and start moving into the Christmas week and the celebration mode. I got a nail in my tire. Everyone knows that I love my Audi A6, and to top it off, I had just put new tires on the thing.

So I was a little irritated as I took the car into my local Big O Tire store. Of course, they were extremely backed up. I waited and I waited in line to drop off the car, got a ride back to the office, and then raced through the day of work. When I finally arrived back at the tire place, it was past closing time. However, they were completely delightful and kind to me.

The guy at the cash register looked at me and said, “Mr. Christiansen, I see these are beautiful new tires. I know you didn’t buy those tires here, but I know you are a great customer. I’ve met you before. This is what I’d like to do. I’m not going to charge you for the rotation. So it’s just $20 for the flat.” Then he stopped, considered a moment, and said, “You know what? It’s Christmas! Let me just do that for you. Go and pay it forward.” 

Instantly that kindness softened my heart. Most of the interactions I have with people are the exact opposite. They are usually attempting to collect money, not gift it! 

I of course, instantly decided to pay it forward. I since have paid it forward. I do not want to share the specifics of the interactions, but I will tell you that when the time came to pay it forward, I had an incredibly strong feeling come over me–a great feeling that doing this little act of service for someone else was definitely the right thing to do. I was sure and that the kindness would touch someone else as it had touched me that hectic day in the tire shop as the joy and happiness boiled up in my heart.

Now as the New Year kicks off, I want to challenge everyone out there to pay it forward. There is no joy greater than doing private, random acts of kindness. I took a little risk in “disclosing” the fact that I’ve been paying it forward. But I share my story with a purpose, which is to encourage all of us to carry out more service.

There is no greater joy than doing private acts and paying things forward. This how we get out of the scarcity mode. I can tell you this with confidence! Every time I get into an abundance mindset –I can tell you the acts of kindness actually end up benefiting me.

So at this time, irrespective of your financial situation, be abundant. Do kind acts. Do small things. Bake a plate of cookies and take it to someone. Pay it forward. Although I can’t explain why, I can tell you that those acts will not only bless you personally and give you joy, but they will also bless you in your business ventures. 

Being abundant is one of the biggest magic secrets that there is. Now I am not one of these big subscribers to the method of sitting around, holding hands and chanting “ohm” and expecting things to fall out of the sky. Success also requires a lot of hard work. What I can say with confidence is that sharing abundance is a key part of the equation. 

Go forward this year of 2012 and have wonderful joyful experiences.  Building businesses, experience, and grow.

One of my favorite sayings comes from the climber Adrianne Burgess. The first time I climbed in the Himalayas it was with Adrianne. He often said, “We are spiritual beings on a physical journey, not physical beings on a spiritual journey.”  I really believe that. We have much to accomplish. Be good to the people around you. Go forward. Prosper.

The guardrails you create must be closely aligned with the values you set in chapter 3.  You need to have people in your life who will tell you out when you are out of bounds.  I have a good friend who was a successful and well-known college basketball coach until he got embroiled in some politics and lost his job.  We were talking not long after that, and he shared what I consider to be a very profound insight.  He said, “Rich, when I was winning championships, everyone laughed at my jokes.  Now they only laugh when my jokes are actually funny.”  You need someone in your inner circle who knows you and who you trust to tell you if your jokes are funny or not. 

 Alex Mendozian is a teleseminar trainer.  We had discussed the possibility of working on a project together.  Before we began, he called me and said, “Rich, I have some good news and some bad news.  I’d really like to work with you.  That is the good news.  The bad news is before I do, I need to have an intervention in your life.”  I pushed back, thinking, “What is he talking about?  I don’t have a drinking or a drug problem!”  He continued, “Yes, you need an intervention!”  He then got my wife and his executive assistant on the phone and explained he was having this intervention because I had to quit saying “Yes” to everyone and everything.  Warren Buffet once said, “The difference between successful people and really successful people is that very successful people say ‘no’ to almost everything.”

Sometimes, in your zeal to reach your beacon in the fog, everything seems possible.  It’s a time when you’re generating a lot of ideas.  It’s a time when, out of necessity, you need to fire, fire, fire, and then aim.  I refer to this part of zig number 1 as the time I have to weave gold out of straw.  During this time I may not have a lot of resources, and I may find myself holding things together with duct tape and bailing wire. As I’m trying to get something to work that will generate cash, I find myself saying, “Yes, yes, yes, no; …yes, yes, yes, maybe.”

Once I get to the next zag, I have to create systematic and organized processes so I can hire employees and teach them how to make the business work.  During this time, I find myself saying “No” about half the time.  Part of that involves learning the discipline of delegating and letting others do the work for me. 

Getting to the third zig demonstrates that I have achieved success by reaching cash creating an organization that is working.  Now I need to scale it.  This is a much more controlled phase of the process because I do not want to destroy what I have just created.  I finally have all of the gears meshing, and I now need to figure out how to scale the business so it will generate income independent of my direct involvement.  During this period, I find myself needing to say “No” far more often. 

Another guardrail you need to put in place is identifying and empowering those people in your life who will help you say “No” and who will let you know when you are heading out of bounds.  For me, those people include my wife and my executive assistant, both of whom are excellent at letting me know when I am crossing the lines I’ve established.  My children will sometimes even tell me when I am out of line—and I’ve learned to listen.  My business partner is another person I make sure I listen to.  Unfortunately, it’s rare that your subordinates will point out when you’re heading toward danger.  Some see things quite clearly, but many are either making sure they look good in your eyes, or they are afraid of your reaction.  If one speaks up, listen, unless it feels like they’re stoking your ego. 

One of the traditions that I have began with my children is a sheer delight. Just before they get ready to permanently leave the home I take them on a surprise “work trip”. So far they haven’t really figured out exactly what this will entail.

This weekend I was able to continue this tradition with my second son Matthew—who is simply an amazing young man, and someone that I thoroughly enjoy being with.

Two weeks ago I made arrangements and then told Matthew, “I have a really nasty project I need to have you help me with.” Being a very dutiful and good son, he said, “Dad, I’ll be delighted to help.” I had him block out Friday at about 9:00 p.m. and all day Saturday. When he showed up I told him to make sure he brought his warm jacket and tennis shoes, because we would be pretty active. However, I had secretly loaded our golf clubs in the trunk. We got in the car and I headed south for a surprise golf trip.

About halfway to St. George, Utah, the destination of our gold expedition Matthew still had no idea where we were going and he finally asked, “So Dad, what are we going to do?” Then I sprung it on him and he was ecstatically excited!

We had the most delightful day bonding and spending time together.

I remember when I started this tradition with my oldest son John. He really loved musicals, so we loaded into the car and headed north. I played the music to Wicked as we drove. It wasn’t until we got all the way to Salt Lake City and pulled into the airport parking lot, that he realized that I was taking him on a trip. We flew out to Los Angeles to see Wicked.

This tradition has created surprise and delightful memories that the boys will continue to talk about. It is important that you also do this in your work environment and for yourself too.

I often comment that we are nothing more than Pavlov’s Salivating Dogs. Indeed we have to give rewards and feed that inner animal. Surprise and delight go a long way in helping to get yourself loose, fluid, happy, and in the right, positive mindset. Not to mention—it’s just plain fun.

There is nothing better than the delightful surprise that feeds a life full of good memories and passion. Far more powerful than handing someone a stack of dollars is helping to make a meaningful memory.

Please make sure that you do that in your business, because it really is about the memories. It really is about the experiences that make it meaningful and lasting. Go forward and motivate yourself and your team and have a blast doing it!

As you zigzag down that mountain toward your goal, you need to realize there are hazards on either side of the ski run.  Ski resorts groom and prepare the areas intended for skiers; however, experienced skiers know that just beyond the groomed runs are trees, rocks, potential avalanches, cliffs, and other dangers that may cause injury or even death.  The same is true in business and life.  If we’re smart, we establish boundaries and guardrails to keep us away from perils and on the groomed slopes that lead to our goals.

Some people think zigzagging is easy or a lazy person’s game.  The reality is it requires great discipline and control.  Any skier will tell you that traversing a steep mountain requires a strong back and legs, quick reflexes, and agility, while heading straight down is far less taxing.  That is, until you crash and burn. 

To avoid disaster, you’re going to want to create boundaries and set guardrails, which will keep you headed in the direction of your goal—and away from your own personal train wreck.

Keeping Your Zigzags under Control 

When you are beginning to head toward your beacon in the fog, you want to concentrate on three zigs and zags at a time.  That will keep you focused and under control. To help you with that, think in terms of devoting 65 percent of your time and resources on zig number 1 (driving to profitability), with 25 percent spent on planning and preparing for zag number 2 (adding resources and processes once you get to cash).  The final 10 percent of your time and resources should be spent planning how you want to scale your undertaking in zig number 3 (creating scale).  If you’re looking beyond three zigs, life gets too complex.

Once you have hit zig number 1 and your business is profitable, you need to turn and head toward zig number 2.  It’s easy, once you have cash coming in, to think you can skip making the turn.  But if you just stay in zig number 1, you may miss out on the dreams and goals defined as your true beacon in the fog.  (And remember cash alone is not a beacon worth pursuing.)

Once you are profitable, you should shift and spend about 65 percent of your time and energy on zag number 2, with 25 percent of your time spent on planning and preparing for zig number 3.  Again, if you do not make this next turn, you may find yourself with a lot of resources, but never hitting that big goal.  The last 10 percent of your time and efforts can then go toward setting another series of zigs that will help you get even closer to your beacon in the fog. 

Some people think zigzagging is easy or a lazy person’s game.  The reality is it requires great discipline and control.  Any skier will tell you that traversing a steep mountain requires a strong back and legs, quick reflexes, and agility, while heading straight down is far less taxing.  That is, until you crash and burn.

To avoid disaster, you’re going to want to create boundaries and set guardrails, which will keep you headed in the direction of your goal—and away from your own personal train wreck.

I recently saw an article about Mark Zuckerberg’s visit to Harvard University, his not quite alma mater. The title of the article was “It’s never been sexier to be an entrepreneur,” and while I completely agree with the sentiment, I worry that some people may think being an entrepreneur is sexy because of the myths they have bought into, not because of the wonderful lifestyle entrepreneurs enjoy. Today, I’d like to address three of these myths and show you why it’s still never been sexier to be an entrepreneur.

Myth 1: All I need is that one big idea. While it may be true in Hollywood that a big break can make your career, being a successful entrepreneur means doing a lot more than just having one great idea. If Bill Gates only had one great idea, Microsoft would have never been able to grow beyond the first build of Windows. Even Zuckerberg has to get bigger, better ideas, or else Facebook would never have added much of the functionality that keeps people on there every day. That first big idea gets you started in a business, but you need to be work on getting more to keep up with the rest of the world.

Myth 2: My venture needs to become the next Apple/Facebook/YouTube. I have said it before and I’ll say it again: though these successes are fun to talk about, they are the exception, not the rule. Being an entrepreneur doesn’t mean your business will be on the cover of Time. It means taking direct control of your career and day-to-day life. It means building something that makes you money and does something great. While entrepreneurs often make revolutionary products and services, most only revolutionize their respective fields, not the way the entire world works.

Myth 3: I need to quit my job and drop out of school to succeed. Once again, this is not necessarily the case. Indeed, quitting your job before having a solid source of income established to replace your job is financially dangerous. And though some decide that finishing school is not a good use of their time, colleges have many fantastic opportunities available for students, including the chance to earn an education. I not only got a Bachelor’s and a Master’s degree, but I have spent time working for other people as my situation needed, even after building several businesses.

Being an entrepreneur is a great life, and I encourage everyone to try it. There has never been a better time for it. Though building a business requires hard work and stressful sacrifice, it is the best life I know.

Eighteen years ago my wife and I built a home. One of the first things we did upon completion of the home, in the middle of the winter, was acquire a peach tree. With much diligence and hard work, we were able to chisel a hole in the frozen ground and plant the peach tree.

This peach tree has been a joy and a blessing for our family. Within a year or two, this peach tree was bearing peaches the size of grapefruits. The peaches were luscious and delightful and succulent. Each year, one of the things I lookedforward to more than anything else, is when those peaches come on the tree.

For the last 16 years we enjoyed those peaches. Then about a year and a half ago the tree got a bore in it and the poor thing deteriorated until this last summer it became evident that I was going to have to cut the tree down.

This past weekend, my family and I had a big yard-work day. With a little bit of sadness I gathered the family around and we all grabbed hold of that old peach tree and we thanked it. We had a conversation.

We said, “Goodbye old friend. Thanks for serving us so well. You’ve had a good life and you’ve been so fruitful. And we’ve enjoyed you so much. But obviously you’re in misery now.” After we thanked the tree, we took out the chainsaw and cut the thing down.

We dug a new hole with expectation of planting a new peach tree. The location is perfect. Warm air from the dryer vent blows onto the tree and indeed that’s what made the blossoms take when many of our neighbors’ peaches were freezing.

The point of this blog post isn’t to tell you to have a conversation with your peach tree. But it is to encourage you to acknowledge those individuals in your business and in your life who have impact and who bear fruit.

We so frequently gloss over them. We don’t take the time to thank them and to acknowledge them. Sometimes they come and they go. Hopefully we don’t take chainsaws and cut them down, or worse take words and cut them down. Instead, as these people come and go from our lives, we need to take time to thank them and build relationships and networks, which are more enduring.

At the end of the day business and money is really just a fleeting thing; but the relationships and the tender exchanges that we have in our life are really powerful and beautiful, and actually the more meaningful part of living.

Next time someone does something of significance for you, or next time you see someone who made an impact in your life, make sure that you take time to put your hand on their shoulder, look them in the eyes, and thank them for their contribution. Of course, this will cause more fruit to be borne out of the relationship, but more importantly, it’s just the right thing to do.

Zig number 3 requires yet another shift in mindset.  In Zig number 1 you are doing everything, and you are working hard.  In zag number 2, you become the head cheerleader, and you are defining processes.  Zig number 3 requires deliberate planning.  It is very cerebral. It is the academic part.  It’s a shift that is hard for many people to go through.  Working hard and working cerebral don’t always go well together unless you consciously acknowledge these two forces and plan the expenditure of your energy accordingly. 

As you shift to your cerebral effort, you are standing back from the minutia, analyzing it, and determining what little levers you could flip that would have significant impact.  In other words, you’re deliberately thinking, “If I do such and such to the business, then we can accomplish this.”  Up until now, your efforts have been all about action.  Now you’re looking for ways to maximize the work being done, and for ways to shift your work to others.

One of my recent ventures involved building an email list of several thousand subscribers.  That’s not a huge number, but for this particular niche we had amassed a sizeable database.  We had gone about building this list in a hundred or more different ways.  We tried one thing, and if it failed, we tried another.  We worked fast and we worked hard, which meant we didn’t always refine our efforts to the point of perfection.  In fact, in many cases we settled for “good enough.”  This is what my friend meant when he said he was “Striving for mediocrity.”

After we had built our email database to what we determined was our critical mass, we set about to craft the pitch that had always been our endgame.  We had one chance—an email blast that, if people responded, would bring us the success we had been building toward.

At this point, our strategy shifted from action to considerable thought.  “Good enough” no longer was.  Whereas early on we had thrown together things that took literally minutes, we now spent hours and hours on this one pitch, running our final effort through layers of strategic review and approval.

I can’t tell you exactly where you’ll need to expend your cerebral capital.  What I can do is encourage you to carve out time to step back, get away, and do the thinking that will identify where you can focus, refine, add resources, create processes, and move toward the scale that will create value whether you’re in the office or enjoying the fruits of your efforts.

I can also tell you this.  I have had very little success getting to a scale component when I’m in a crisis or in a reactionary mode.  I’m great at solving problems, but I am lousy at coming up with new ideas when I am in that task-oriented, problem-solving mindset.  Find time to get away to a relaxed, calm atmosphere when you’re generating ideas for how to scale your business.  I have had enough ideas come while I am on the golf course to justify my green fees for the next ten or twenty years.

Zig number 3 requires yet another shift in mindset.  In Zig number 1 you are doing everything, and you are working hard.  In zag number 2, you become the head cheerleader, and you are defining processes.  Zig number 3 requires deliberate planning.  It is very cerebral. It is the academic part.  It’s a shift that is hard for many people to go through.  Working hard and working cerebral don’t always go well together unless you consciously acknowledge these two forces and plan the expenditure of your energy accordingly. 

As you shift to your cerebral effort, you are standing back from the minutia, analyzing it, and determining what little levers you could flip that would have significant impact.  In other words, you’re deliberately thinking, “If I do such and such to the business, then we can accomplish this.”  Up until now, your efforts have been all about action.  Now you’re looking for ways to maximize the work being done, and for ways to shift your work to others.

One of my recent ventures involved building an email list of several thousand subscribers.  That’s not a huge number, but for this particular niche we had amassed a sizeable database.  We had gone about building this list in a hundred or more different ways.  We tried one thing, and if it failed, we tried another.  We worked fast and we worked hard, which meant we didn’t always refine our efforts to the point of perfection.  In fact, in many cases we settled for “good enough.”  This is what my friend meant when he said he was “Striving for mediocrity.”

After we had built our email database to what we determined was our critical mass, we set about to craft the pitch that had always been our endgame.  We had one chance—an email blast that, if people responded, would bring us the success we had been building toward.

At this point, our strategy shifted from action to considerable thought.  “Good enough” no longer was.  Whereas early on we had thrown together things that took literally minutes, we now spent hours and hours on this one pitch, running our final effort through layers of strategic review and approval.

I can’t tell you exactly where you’ll need to expend your cerebral capital.  What I can do is encourage you to carve out time to step back, get away, and do the thinking that will identify where you can focus, refine, add resources, create processes, and move toward the scale that will create value whether you’re in the office or enjoying the fruits of your efforts.

I can also tell you this.  I have had very little success getting to a scale component when I’m in a crisis or in a reactionary mode.  I’m great at solving problems, but I am lousy at coming up with new ideas when I am in that task-oriented, problem-solving mindset.  Find time to get away to a relaxed, calm atmosphere when you’re generating ideas for how to scale your business.  I have had enough ideas come while I am on the golf course to justify my green fees for the next ten or twenty years.

Last weekend I was in Dallas Texas lecturing on the book. As I was racing home I was very excited to see my family–most specifically I was looking forward to spending some time with my beautiful wife.

As we frequently do when I’m traveling, my wife and I exchange texts back and forth. Just as I was getting on the airplane and the stewardess was scurrying us along and rushing us to shut down our cell phones so we could have an on-time departure, I quickly sent this final text to my wife, “Loving my wife.”

I thought, what a fitting way to send a message before I departed for home. I pressed send and didn’t think anything about it. I sent the message, shut down my phone, buckled up, had a productive flight working on some things, read a little bit of a book—it was great.

When we landed back in Salt Lake City, I turned my phone back on and…bop, bop, bop, bop, goes the phone. It delivered a whole sequence of text messages from my wife. I looked down in dismay to see that my wife was slightly ruffled.

When I had sent the text, “loving my wife”. The autocorrect had interpreted it to say, “leaving my wife”, not loving my wife.

Of course my wife knows I’m totally committed and I’d never leave her so we got a bit of a chuckle out of it. But I thought, how frequently in our businesses we have good intent, but we’re very sloppy on the communication and the delivery of our messages–specifically on our elevator pitch, or what we call our catalyzing statements, or the emotional fuel for our businesses.

In the elevator pitch, you only get one chance to tell someone about your business. You have just one sentence to get their interest. Anytime someone asks what you do, and you go on for 5-minutes, you’ve lost them. You’ve got to able to quickly and concisely drop them a snippet and capture their attention.
My experience is that more often than not we have very good intent, but very poor delivery. If there’s one place that you could use a marketing expert or someone to really craft your message–it’s on that elevator pitch, or in those really critical communication deliveries. Certainly you don’t want to convey a missed message, as I did.

Zig Zag, communicate effectively, and have a great life.