About anentrepreneurswords

R. Lee Harris grew up in Manhattan, Kansas and has lived in the Kansas City area since 1977. A 1975 graduate of Kansas State University, Harris began his career with Cohen-Esrey, LLC as an apartment manager two weeks after he graduated. Now president and CEO, he is involved in apartment management, development and investment; construction and tax credit syndication on a nationwide scale. Over the course of his career Harris has overseen the management of more than 27 million square feet of office building, shopping center and industrial space and nearly 60,000 multi-family units. He has started dozens of business enterprises over the past 40+ years. In 1991, Harris wrote a book entitled, The Customer Is King! published by Quality Press of Milwaukee. In 2012 he authored the book, An Entrepreneur's Words to Live By. He has mentored a number of business people over the years and has been a long-time participant in the Helzberg Entrepreneurial Mentoring Program. He and his wife Barb have two grown daughters and one grandson. They are active in their church, community and university.

The Trustworthy Entrepreneur

Posted on June 4, 2023 by anentrepreneurswords

Let’s give credit where credit is due. I listened to a podcast by Reid Hoffman, co-founder of LinkedIn and an early board member at PayPal. Hoffman made a profound statement that goes like this. “Trust is consistency over time.” As entrepreneurs one of our biggest hurdles is creating trust – trust with our team, our investors, our bankers, our customers, and our prospective customers. Without trust, we will flounder around and never gain traction. And trust is a very fragile thing. It takes a while to build trust, but it can be gone in an instant.

Consistency. We all know what it means. We also know how hard it is to achieve . . . consistently (pun intended). We trust McDonalds because every meal in every restaurant around the world maintains the same standard of quality. Forget whether we like the food – we know exactly what to expect. We trust products from Johnson & Johnson, General Mills, Netflix, Adidas, and Dove because we know exactly what to expect. Our enterprise struggles when our standard of quality is inconsistent, which in turn degrades the trust our customers have in our product or service.

I’d like to take Reid Hoffman’s mantra one step further. Commitment + Accountability leads to Consistency. Commitment is where every member of our team agrees to perform at a level that is necessary to always deliver our product or service at the highest quality possible. It’s critical that we clearly define what this level of quality means. It must be broken down in exquisite detail. Training must be directed to ensuring that each team member fully understands the details and how to execute it. And then the team must practice, practice and practice some more until delivery of the product or service is standardized. The bottom line – we can’t commit to something if we don’t understand it or haven’t been shown how to do it.

Next comes the Accountability part of the equation, and here it gets trickier. Once every member of the team has agreed to deliver the expected level of quality for a product or service, how do we make sure that each person lives up to his end of the bargain? Part of our responsibility as an entrepreneurial leader is to develop some quality control systems and processes. This serves as a backstop for the customer to make certain that something substandard doesn’t leak out into the marketplace. Should we spend time and money to create this redundancy? Maybe not, but if we really care about the customer, we have no choice but to do so. This also becomes a method of accountability. We’re able to spot deficiencies before it’s too late, and we can identify the weak links in our system. This allows us to get to the root of the problem. Is it an issue of training? Is it a misunderstanding? Does someone not have the proper tools or adequate resources? Is it the fact that someone on the team simply doesn’t care about what they are doing? We can take steps to correct all these obstacles which will help to further tighten our commitment.

Our Commitment to deliver a standard level quality of product or service, and the accompanying Accountability gives us a fighting chance to reach the holy grail of Consistency. And it’s this consistency that will build Trust with everyone in our orbit. Team members learn to trust each other. Customers trust our product or service. Our investors and bankers trust us because we are doing what we say we are going to do.

We let our consistency do the talking for us. We’ve all seen marketing that includes phrases like, “most trusted,” “your honest car dealer,” “honest and trustworthy,” and on and on. I’ve always been wary of any business that needs to beat its chest about how honest and trustworthy it is. It somehow feels like they “protesteth” a bit too much. Perhaps they think they need to advertise this way because they don’t deliver consistency with their products and services.

Trust truly is consistency over time. And consistency is the product of commitment and accountability.

This blog is being written in tandem with my book, “An Entrepreneur’s Words to Live By,” available on Amazon.com in paperback and Kindle (My Book), as well as being available in all of the other major eBook formats.

The “Footprints in the Sand” Entrepreneur

Posted on May 28, 2023 by anentrepreneurswords

My mother used to cite an old saying, “you catch more flies with honey than with vinegar.” We entrepreneurs should heed Mom’s advice. One of the most challenging aspects of building a business is interacting with our team members. There are people extremely committed and dedicated. Others are sleepwalking through the day for the sole purpose of collecting a paycheck. And there are many more who are somewhere in between.

As frustrating as it may be at times, I’ve come to realize that the “honey” approach is the most productive. Helping build people up is much more gratifying and yields far better results than tearing them down. Let’s focus for just a moment on the notion of “tearing them down.” It’s obvious that a boss who yells, screams, and belittles his employees is “tearing them down.” But there are also other behaviors that fall into this category even though they are less apparent. For example, triangulating about another person can be just as destructive as making derogatory remarks to their face. Triangulation in this context means talking with someone in a negative manner about another person. This does nothing to advance the cause and can likely get back to the person who is the subject of the conversation. Another example is an act of omission. This is where we know someone could perform better if we offered our assistance, but we decline to do so. Finally, the entrepreneur who is constantly critical about everything someone does is certainly not building them up.

The central premise for how we go about building others up is quite simple. We think about how we would want to be treated and then do so for the other person. If we keep this foundational element front and center, we will be well on our way to being a positive force in the development of our team. Often this will require keeping our emotions in check. When things go off the rails do, we automatically look for someone to blame? Or do we take a deep breath and look for the opportunity to coach? An added benefit is something else I’ve discovered. When members of the team don’t have to live in fear of making a mistake, they are much more likely to own it when they make one and much more inclined to share bad news in a timely and truthful manner.

Somewhere I read that we should offer five compliments for every one criticism. I’m not sure of the scientific basis for this ratio, but the intent makes sense. People always value feedback – especially when it’s positive. My middle school grandson is a case in point. All children at this stage of life tend to be insecure. I spend a great deal of time praising him for his accomplishments and encouraging him when he fails. Rather than be critical of his shortcomings I ask him how he might do something differently the next time. I make sure he knows that I believe in him and know that he can accomplish whatever he sets out to do. I’ve watched as he’s become more and more confident as he gets older.

The concept is no different with our adult team members. The more positive approach we take, the more likely we are to realize the right kind of results. This is particularly true with Millennial team members. We’ve found that Millennials place a high value on coaching and mentoring. This is a clear signal that the command-and-control managerial style of the past does not work for them. They are looking for a collaborative relationship with their teammates as well as their managers. And what a terrific opportunity this is for us to learn how to work on our “build them up” skills.

“Building them up,” means asking permission to offer constructive suggestions. It means making recommendations rather than issuing orders. It means explaining the bigger picture when assigning a project and it means making certain that the team member understands what value his or her participation brings to the overall effort. Accusations are out. Clear and direct communications are in. Brutal honesty is out, and warm candor is in. Celebrating success and constantly expressing gratitude are definitely in.

When we look for ways to build others up our lives are enriched and our enterprises will thrive. This is perhaps the greatest gift we can give to others and will leave permanent footprints in the sand that represent the time we spend walking this planet.

The Joyful Entrepreneur

Posted on May 21, 2023 by anentrepreneurswords

When you think about entrepreneurs what comes to mind? I’m betting that it’s something different for just about everyone. Some will visualize rugged individuals with a pioneering spirit while others will see highly driven and extremely creative people. To how many of us did the word “joy” come to mind?

Entrepreneurship isn’t all about 100-hour weeks and one sacrifice after another. It doesn’t have to only be about struggling to find the right value proposition or meeting the next payroll. Entrepreneurship can also be a truly joyful experience. After all the “grind it out” moments we endure, it’s good to remind ourselves of the fact that there is much to be positive, optimistic, and grateful about in our entrepreneurial existence.

Our joy is derived not necessarily from the financial rewards we eventually realize. After all, the dollars are simply a measure for keeping score. No, the joy comes from our leadership and coaching that enables younger or newer colleagues to blossom into confident and productive contributors – both professionally and personally. The joy comes from our ability to stop for a moment in the midst of chaos; assess a situation; identify a problem and then solve it. Great joy comes from creating a product or service for which the marketplace responds enthusiastically and perhaps a difference is made in the lives of many.

Joy is always there but sometimes (maybe often) we forget to look for it. We become so wrapped up in strategy and tactics that we miss that bright shiny apple that is there for the picking. Why does this happen? Why can we be so obsessively serious at times? Perhaps we’ve bought into the meme that entrepreneurship is going to be a difficult marathon. We’ve heard that we need thick skin and a ton of resilience to have any hope of succeeding. And thus, we become conditioned to slugging it out and expecting the journey to be tough. Of course, there’s some element of truth to this, but if we intentionally also look for the joy in what we do, guess what? We’ll find it!!

We can re-program ourselves to seek and find true joy every single day. It doesn’t take much effort to allow moments of jubilation and glee to permeate our being. That spark of imagination can also transform into an explosion of joy when we allow for it. Winning the competition for a new client can be a reason for feelings of exuberance – if we give permission for such feelings to come forth. Those smashingly positive reviews on social media can be realized as a triumphant moment when we become immersed in their afterglow. There’s a common thread to all of this. We must be active participants in pulling the lever that opens the gate whereby joy is invited into our lives. It is, after all, our choice.

I know many entrepreneurs who lead joyless lives. I look at their businesses and see all sorts of potential for joyful moments. Yet, these entrepreneurs are so focused on their KPIs or squeezing out one more nickel of efficiency that they are oblivious to how much a celebration of joy could mean to themselves and to their entire organizations. Joy is a mindset, and it is critical to the culture we want to create.

Here’s a simple exercise. Get up early some morning and find a quiet place where you can watch the sun rise. Feel the warmth on your face. Watch the changing color of the sky in all its exquisite glory. Do you get a tingle up your spine as a wave of splendor washes over you? If not, were you a real participant at this moment? Or were other thoughts creeping into your consciousness? Perhaps you remembered something you absolutely must do today. Or a nagging worry that caused some tossing and turning during the night emerges once again from its hiding place. I love watching the sun peek over the horizon and I never fail to enjoy an endorphin rush while experiencing this spectacle. Finding joy throughout each day in everything we do is an identical process.

Happy and well-adjusted entrepreneurs realize that there are massive gold nuggets of joy just below the surface of their daily lives. They also understand that they can walk over these gold nuggets without even knowing they are there. Or they can choose to find them with very little effort. I hope that you decide to begin finding your gold nuggets of unlimited joy.

The Sweaty Entrepreneur

Posted on May 14, 2023 by anentrepreneurswords

We entrepreneurs sweat a lot. Our perspiration is the result of a lot of heavy lifting. It’s the byproduct of many a nervous moment whether it be scrambling to make a payroll or waiting to find out if we won a major contract. We’ve all heard the phrase – “don’t sweat the small stuff.” But what exactly does this mean? Someone needs to write a handbook for entrepreneurs on what we should sweat about! So here goes.

Don’t sweat what type of new office furniture to buy. Do sweat whether salespeople are spending too much time sitting on the new office furniture instead of meeting face-to-face with customers. Don’t sweat if the receptionist is wearing a sundress that is an inch too short. Do sweat how the receptionist is greeting customers in person and on the phone. Don’t sweat whether the expense report format is just right. Do sweat whether it’s clear to the team what expenses are eligible for the expense report.

Don’t sweat the design of the uniforms for the company softball team. Do sweat a bad Google customer review. Don’t sweat that someone parked over the line in the parking lot. Do sweat the cleanliness of the public restrooms in your place of business. Don’t sweat the fact that a team member seemed snippy to you this morning. Do sweat whether you made eye contact with and cheerfully greeted every team member you saw this morning. Don’t sweat the proposal binder that started to come apart in your client meeting. Do sweat the manner you differentiated your product or service in that proposal. Don’t sweat the naming conventions for your electronic files. Do sweat the critical documentation that needs to be in those files.

Don’t sweat those e-mails from colleagues that ramble on forever. Do sweat the content of the e-mails and what might be discoverable in some future litigation. Don’t sweat how much it costs for lunch with a customer. Do sweat how much that lunch helped to improve your relationship with the customer. Don’t sweat how you looked in a candid photo at the company picnic that was posted on your company’s Facebook page. Do sweat whether you made sure that every member of your team felt appreciated and valued at the company picnic. Don’t sweat it that you could only afford $25 gift cards for your team at Christmas. Do sweat whether your team members see you as a genuine and authentic leader.

Don’t sweat not taking credit for the successful completion of a project you led. Do sweat sharing the credit with members of your team that ensured the success of that project. Don’t sweat being a little late for the weekly game of pickle ball with friends. Do sweat being a few minutes early for a client presentation. Don’t sweat the fact that the restaurant mixed up your dinner order. Do sweat the note of condolence to be written to a team member who just lost a loved one. Don’t sweat that your name wasn’t mentioned in a newspaper article about your company. Do sweat whether your company will be mentioned in a newspaper investigative report for mishandling a customer complaint.

Don’t sweat the details of the co-pay on your company’s new health insurance plan. Do sweat the details of your company’s ten-year vision. Don’t sweat the wording of your personnel handbook’s section on the dos and don’ts of copy machine usage. Do sweat the wording of the contract you are about to sign for a major equipment purchase. Don’t sweat trying to look like a hipster in your new clothes. Do sweat looking to your team like a confident and competent leader. Don’t sweat bailing out on the umpteenth all-hands conference call to discuss (ad nauseum) the final changes to the company training manual. Do sweat making it to your daughter’s school musical in which she is performing.

Yes, there are plenty of things to sweat about and plenty of things to not. The trick is figuring out what’s important and what is not. The best measure is to focus on what is best for your customers and your team members. Much of the rest may be superfluous.

Walt Disney and Entrepreneurship

Posted on May 7, 2023 by anentrepreneurswords

I recently re-read a terrific biography by Bob Thomas called Walt Disney: An American Original. Thomas was a reporter and biographer who authored multiple biographies focusing on Hollywood celebrities. The Disney story is fascinating and is packed with incredible entrepreneurial anecdotes. As a kid in the 1950s and 1960s, I watched Walt Disney Presents and Walt Disney’s Wonderful World of Color on ABC and NBC. I remember attending the Disney movie Babes in Toyland in early 1962 at the local theater. And then of course there was Mary Poppins starring Julie Andrews and Dick Van Dyke in 1964. The pièce de résistance was a visit to Disneyland in Anaheim, California, with my family. Of course, as a boy I had no idea what entrepreneurship was all about.

Roll the tape forward several decades and I find myself in awe of this amazing man. He epitomizes so many positive traits of a successful entrepreneur. For starters, he was one of the most optimistic individuals I’ve ever studied. Walt Disney was born in 1901 and began his career at age 18, and in the 1920s moved to California and launched Disney Studios with his older brother, Roy. The early days were lean – sometimes very lean. There were many weeks when the Disneys were scrounging for enough money to make the payroll. Roy took this very seriously and fretted considerably over their plight. But Walt was the eternal optimist. He would smile and say he never worried about money. He believed they would always figure out a way to survive. And he was right! Somehow the studio inevitably pulled a rabbit out of a hat and came up with the cash. Without Walt’s optimism and positive mindset, there would be no Disney legend that we know today.

Walt understood grit and perseverance better than anyone else. The Disney organization was just starting to come into its own when the Great Depression came crashing down upon the country. And yet Walt continued fine tuning his craft and creating cartoons that were well received by theater audiences everywhere. His optimism fueled this perseverance and every time he was knocked down, he was able to pick himself up, dust himself off and go back at it. This resilience combined with perseverance and a positive attitude was the key to surviving the dark days of the 1930s.

Creativity was another Disney hallmark. Walt got the idea to create a feature-length animated movie and introduced the world to Snow White and the Seven Dwarfs in 1937. No one in the film industry had ever produced a feature-length animated movie and everyone doubted that such a production could succeed. Walt Disney proved the skeptics wrong and followed with additional masterpieces such as Pinnochio (1940), Fantasia (1940), Dumbo (1941) and Bambi (1942). When World War II took away many of his talented animators, he made movies under a contract with the federal government. While not nearly as profitable, the Disney organization was able to endure the war and remain in business. Walt’s creativity and ability to adapt to his circumstances were more entrepreneurial characteristics that led to his success.

He was a true visionary in every sense of the word. After succeeding with motion pictures, Walt foresaw the opportunity to create an amusement park that embodied the magic he had been delivering through his animated films. I can still remember that trip to Disneyland when I was five or six years old. I was overwhelmed by such an amazing experience. After Disneyland came his ideas for Disney World and Epcot in central Florida. Unfortunately, Walt Disney died from lung cancer in 1966 at the age of 65. The tragedy of this was the fact that he never witnessed the finished product of the Florida projects.

Walt was obsessed with detail and would often snoop after hours and look at the animator boards to see what his team was producing. Often the animators would arrive the next morning to find notes from Walt suggesting changes that would improve their work – and he was usually right about what he wanted. He demanded the highest level of quality for everything that bore the Disney brand. This was one of the major differentiators that enabled the Disney organization to consistently outpace the competition.

We entrepreneurs would be well-served to use Walt Disney as a role model. Wrapped into a single human being are the entrepreneurial traits of optimism and positivity; grit, perseverance, and resilience; adaptability; creativity; vision; attention to detail and demand for quality. The impact he has had on our culture is indelible. The impact he has had in blazing a trail for entrepreneurs is profound.

The Scalable Entrepreneur

Posted on April 30, 2023 by anentrepreneurswords

Many entrepreneurs have big dreams . . . really big dreams. We start a company; nurture it; live with it through thick and thin, and then someday it turns into a major enterprise. Perhaps we’re selling a product or service across the nation. Maybe we have hundreds or thousands of employees. Possibly our top line revenue and bottom-line profits extend seven or eight digits (or more) to the left of the decimal point. At this point we’re thinking that the dream has come true. But how do we get there from here?

Some entrepreneurs believe that they can achieve scale if only they had sufficient capital. I believe there’s more to it. There’s no question that capital is an ingredient to achieving scale. But I don’t think capital comes first. What comes first you ask? The customer. Here’s my theory. We scale to meet customer demand. We don’t scale to meet capital demand. As we grow our business, we’re always looking for ways to design systems and processes that are scalable – that’s a smart approach. Maybe we even hire team members who we believe can handle scaling when the time comes. In other words, we take preparatory steps toward scale. But we don’t pull the trigger and start moving to scale just yet.

Max started a premium t-shirt company three years ago. His t-shirts are unique in terms of design, material, construction, and incredible artwork that feature the work of an up-and-coming artist. Sales have been steadily growing and the venture is now turning a small profit. Max has a wealthy uncle to whom he’s pitched the idea of providing capital that would allow for significant expansion. Uncle Frank has agreed to lend Max $5 million which would be used for a larger plant, equipment, and raw materials. With this capacity, the company could produce five times the number of t-shirts as it can presently. In effect, Max has taken the “build it and they will come” approach to scaling his business. He is being capital-driven rather than customer- driven. There’s nothing wrong with what Max is doing, however it is inherently riskier than expanding to meet customer demand.

Here’s how the story might be told differently from a customer-driven standpoint. Max has customers beating down his doors to buy his product. He runs three-shifts 24/7 at his small manufacturing plant and has a six-month backlog. There’s just no way he can wring any more production out of the current facility. He has heard from eight distributors that they would double their already sizable orders if he could increase his production. Max finally decides to scale his business based upon the exponential increase in customer demand he is experiencing.

Now you might be thinking that this is all pretty obvious. But in practice we see entrepreneurs scaling their companies all the time because they have access to capital – customer demand is secondary. There’s often the belief that they need to get big fast to beat the competition and succeed. There’s no question that bigger is better under certain circumstances. The unit economics may be more favorable at scale, and marketing, general and administrative costs may be more efficient. But what about the customer? Is the demand sufficient to meet the increase in supply? Or will the corporate balance sheet reflect ever growing inventory levels?

I understand the entrepreneur’s desire to grow and scale. We’re doing just that with our companies. However, the apartment-related businesses we operate are responding to an increasing demand for the apartment lifestyle due to some powerful demographics that are at work in our industry. Capital is abundant, but we’ve been driven by customer demand first and foremost. If customers want our product, we will use the capital to scale our portfolio. We’ve seen other firms in our space that are awash with capital and are building apartments to soak up that capital. We’d like to think that our approach is less risky because we understand customer demand and are meeting it.

Scaling an entrepreneurial venture is exciting and can be very rewarding. Doing so by responding to customer demand is undoubtedly less risky than growing a business primarily because of accessible capital.

The Wall-Building Entrepreneur

Posted on April 23, 2023 by anentrepreneurswords

I’m shaking my head right now. Call it confusion, a lack of understanding or maybe even bewilderment. I’m really puzzled about something that I’ve been observing with more frequency. I’ve noticed several entrepreneurs building walls. Not necessarily in the physical sense but metaphorically. And the walls that are being built are designed to keep customers OUT! Huh? Why would any entrepreneur want to build a wall that keeps a customer out? You got it – that’s what has me scratching my head.

Let’s start with a sign I saw on the door of a shop in a resort town in northern California. The sign requested that customers NOT bring their dogs into the store because the store owner had dogs of her own inside that were “nervous” around other dogs. I’m truly not making this up. It’s become fairly common in many communities across the country to see people taking their dogs into stores, restaurants and other places of business. And it’s become a generally accepted practice for such businesses to welcome dogs. Rather than leave her dogs at home, this store owner basically told all customers with dogs to stay out of her store. I wonder how many sales she’s lost by building such an unfriendly wall.

Next, let’s talk about credit cards. I know American Express charges fees on credit card transactions that are much higher than Visa, Mastercard and some of the other cards used by consumers. What puzzles me is the fact that some businesses won’t take the American Express card. Costco is the worst large-scale offender. In 2017 the company dumped American Express in favor of Visa – not Mastercard or any other card. In this case Costco made the move to enhance its profitability and not to benefit the customer. I’ve spoken to several entrepreneurs who offer the explanation that the fees are just too high and that’s why they won’t accept AMEX. What they fail to understand is that they are also building a wall to keep customers out when they make decisions like this that ignore customer convenience.

It’s Friday night and my wife and I are dining at a restaurant that we really enjoy. Our mouths have been watering all day in anticipation of the Panko-crusted calamari strips on the appetizer menu. But wait – we are informed that the restaurant is “sold out” of the calamari. On a Friday night! How does this happen? I’ve ranted before about restaurants that run out of a particular menu item and I’m going to do it again. Except this time, I’ll expand the idea to encompass other products as well. In this day and age of technology, businesses that don’t effectively manage their inventory are really missing the boat. I realize in non-restaurant settings, it may be impossible to carry an inventory so complete that every SKU is always in stock. But care must be taken not to advertise specials on items that are sold out; and floor displays should be pulled when the items are out of stock. I went into a major national pharmacy every other day for a week looking for a particular item that was missing from the shelf. More walls being built . . . my solution – order it from Amazon.

Everyone will be able to identify with this next “wall” and sometimes it can be so huge that there’s no getting over, under or around it. You walk into a public restroom in a store or restaurant and it’s gross beyond belief. There’s an unidentifiable crusty substance in the corners where the wall meets the floor. The trash bin is overflowing; pipes are corroding; soap dispensers are empty; toilets and/or urinals are disgusting; only one dispenser has paper towels, and the list goes on. When we start looking around at the public space outside the restroom, we notice that it’s far from sparkling clean. This “wall” has been built so high that we can’t even see the top of it (and we probably wouldn’t want to touch it even if we could see it)!

I’m sure you have your own examples of Wall-Building Entrepreneurs. Hopefully this will serve as a wake-up call to all entrepreneurs to take a hard look at every aspect of our operations and identify any “walls” we may have erected that keep customers out. Then in the immortal words of Ronald Reagan on June 12, 1987, in a speech given at the Berlin Wall, “Mr. Gorbachev, tear down this wall!”

The Existentially Threatened Entrepreneur

Posted on April 16, 2023 by anentrepreneurswords

That’s an ominous sounding title for this blog – right? But not necessarily for reasons you might be thinking. When most entrepreneurs think about what can “kill them” – in a metaphorical sense – they might list undercapitalization, the inability to hire a qualified and competent workforce, or chronic issues with their product. While these can be serious problems, they are much less severe than the existential threats I’m going to discuss.

I believe that the most menacing threat to an entrepreneur’s existence is his or her own mindset. Do we truly believe we can succeed, or do we feel victimized and constantly under siege? Great entrepreneurs are eternal optimists. We know we can win – there’s no doubt about it. We will pivot when we must, but we are absolutely convinced that we will reach the Promised Land – whatever that might represent for our endeavors. Entrepreneurs who are too skeptical or pessimistic are destined to fail. They become tentative and can be paralyzed when making important decisions. Negative Nellies will usually crash and burn. They live in a world of lack and limitation. They can’t escape the negative energy that always surrounds them and eventually impacts their team.

Together with the negative mindset is another existential threat – that of low resilience. Look, we entrepreneurs get beaten up a lot. We make a ton of mistakes. We hear from plenty of people who don’t like us or what we are doing. If we can’t get up off the ground when we’re knocked down, then we’ll die lying there – again, metaphorically speaking. And it’s not just the ability to bounce back that’s critical. We do so with a smile on our face and a new resolve that we have taken a step toward success with our setback. Does that sound contradictory? It’s this kind of thinking – that we’re moving forward when it seems that we’re failing – that is the real definition of resilience. The existential threat melts away when we are always tougher than the problems we encounter.

The next existential threat is that of a lack of vision. Entrepreneurs absolutely must be able to see into the future. The ability to be a visionary also leads us to think more strategically and work on our business more than in our business. An entrepreneur who is a good operator but lacks vision will eventually “die.” It may be a slow death, but death, nonetheless. Why? Because without a vision – especially one that inspires our team – we are simply stirring the pot. Over time, things begin to unravel. Key people leave because the future is unclear. Important customers leave because a competitor (with vision) has offered a more innovative product or service. Rather than create a clear vision, the operator-entrepreneur takes tactical actions to try and solve the problem. This may include belt-tightening measures or price increases, neither of which addresses the underlying issue. R.I.P.

Poor communications skills are another existential threat to entrepreneurs. This encompasses many elements. The entrepreneur who can’t persuade through artful communications won’t be able to sell his or her ideas to customers, team members or anyone else. The entrepreneur who is unable to communicate effectively will have difficulty building important relationships. When communications are non-existent or garbled at best, misunderstandings will occur, and feelings are hurt. I have found that a very large percentage of challenges that we encounter are the result of inadequate communication. Entrepreneurial leaders must communicate clearly, concisely, and constantly to eliminate this existential threat.

There’s one more existential threat that’s a biggie. Entrepreneurs who operate without integrity will eventually die. Our stock in trade is our integrity. It matters not how positive and optimistic we are, how strong our ability to bounce back, how grand our vision might be, and how well we communicate, if we lack integrity, we’re dead as a doornail. Customers want to do business with entrepreneurs who are honest and forthright. Team members want to work for entrepreneurs who always do the right thing. Of course, there are examples abound of CEOs and companies that seem to have “gotten away” with underhanded behavior. It may take a month, a year or even longer, but eventually the jig is up. Maybe it’s karma or there’s some other explanation, but the entrepreneurs who don’t play it straight will lose in the end.

There are many existential threats to entrepreneurship. A negative mindset, low resilience, a lack of vision, poor communications skills and a deficiency in the integrity department, top the list.

The “Terminator” Entrepreneur

Posted on April 9, 2023 by anentrepreneurswords

A few years ago, I was listening to an entrepreneur talk about a period in his career where he was firing lots of people. His manufacturing company had many employees and sometimes he would fire as many as five in a day. It appeared that he kind of enjoyed this task. He liked to make a public spectacle of a termination. He’d yell at someone in front of their co-workers and then tell them they were through. And I quote, “There was none of this ‘you’re just not a good fit for this job’ nonsense. Very simply – you’re fired!” Whoa! This sounds cold – maybe even cruel. I don’t agree at all with his approach, but the conversation was positive from the standpoint that it crystallized a concept for me.

Firing equals failure. You may think this is an obvious thing to say – of course the employee who is fired has failed. But I’m looking at it as a failure on the part of the employer. This is a critical distinction for entrepreneurs. The reasons for terminations are numerous. Poor performance, lying, misappropriation of company property, behavior that is contrary to company policy, insubordination, being tardy or excessively absent, drug (or alcohol) abuse during the workday – the list goes on and on. Still, failure mostly falls on us as entrepreneurs when an involuntary separation occurs.

For starters, it’s quite possible that we hired the right person for the wrong job. The current labor market is very difficult for employers, and there can be a tendency to hire job candidates that simply aren’t the right fit. We resolve not to fall into this trap, but weeks later we’re hearing the rumblings from our team that they are overworked as they are covering the vacant position. Productivity is suffering and we finally hire someone who we know is probably “iffy.” We rationalize that we can make this person a project, and with a little mentoring they’ll be fine. The outcome is predictable. It seldom works out – both the mentoring and the new employee.

Hiring the right folks is hard work. Our company needs to at least have a neutral to positive reputation if we expect to attract the kind of talent we need. A negative reputation will likely result in driving away quality talent. A strong positive culture supported by authentic core values will bolster our reputation. Creating comprehensive roles and accountabilities is an absolute must. Actively recruiting new team members is mandatory. Simply posting a position on an online recruiting website isn’t enough anymore. We must do everything in our power to create a large pool of qualified candidates from which to choose.

Once we have prospects for a vacant position, we need to pull out the stops to find the sparkling diamond that adds value to our organization. Testing, psychological profiling and multiple interviews with different members of the management team are standard fare. Background checks and drug screening are also part of the process. Interviews must be carefully crafted to develop the full picture of an individual – strengths, weaknesses, traits, tendencies and even danger signals. Here’s the bottom line. It’s on us if we don’t hire the right person to begin with. And if we must fire someone because they weren’t the right person, that firing is our failure.

When we terminate someone’s employment, we must also take an introspective look at our own performance. We may have hired the right person for the right job, but did we do our part? How well did we train our new team member? Or was it the famous, “here’s your desk, here’s your phone, lots of luck, you’re on your own?” Another common rationalization for lack of solid training goes like this, “John Doe was in a similar position at Company X. We’re a fast-paced organization and we don’t have time to train people who ought to already know what to do based upon their level of experience.” There may be a grain of truth to this but for the most part, every new team member needs to be trained. The training may be less focused on the mechanics of doing the job and more centered around our company’s way of serving the customer, maintaining efficiency, being safe and increasing productivity. If we must fire someone because they weren’t sufficiently trained, that firing is our failure.

Finally, we must ask ourselves whether the team member we are terminating had the proper tools and/or resources to do their job. How unfair is it to fire someone when we haven’t provided such basic elements to ensure his or her success? You probably wouldn’t be surprised to know how often this happens due to budgetary constraints. We expect someone to do their job perfectly, but then we hold the purse strings so tightly that they can’t even meet minimum standards. If we must fire someone because they didn’t have the necessary tools and resources, that firing is our failure.

Firing a member of our team is nothing to celebrate. In fact it is often a failure of our leadership and can be prevented by putting the right person in the right job; providing sufficient training, and making sure to provide the proper tools and/or resources.

The Hyperbolic Entrepreneur

Posted on April 2, 2023 by anentrepreneurswords

Harkening back to my childhood days, I remember a wonderful Aesop’s Fable called The Boy Who Cried Wolf. As the story goes, a little boy tended to sound a false alarm that a wolf was attacking a flock of sheep. After doing this repeatedly, the villagers eventually stopped taking him seriously. Then when the wolf did eat the sheep, the little boy’s cries fell on deaf ears. In some versions of this story, the wolf also eats the boy. I believe that this fable is more apropos for our society today than perhaps at any time in recent memory. The current state of political affairs comes to mind as a perfect example of how over-the-top proclamations about how our country is doomed are being bandied about daily.

We can expand a modern-day Aesop’s Fable to include entrepreneurs – more specifically, entrepreneurs who engage in lying and distortion. There’s a distinction between puffery and lying. Puffery involves hyperbole which is “obvious and intentional exaggeration not intended to be taken literally.” For example, if we say that our widgets are the “best,” there’s no objective way to measure this claim and the public generally understands the context to contain a degree of hyperbole. On the other hand, if we say that 99% of all our customers agree that our widgets are the “best,” then this is a factual claim that can be verified. And it becomes a lie if this fact is manufactured, or we can’t prove that 99% of all our customers agree with our statement.

Where this gets dicey for entrepreneurs is when the integrity line is crossed. Alex is the CEO of a start-up company and is pitching a group of investors for funding. During an interview with the investor group, he says, “Our firm has 35 customers and we’ve generated $500,000 in revenue.” What he doesn’t reveal is that he doesn’t really have 35 paying customers. He has 25 prospective customers that are using a beta version of his product for free; five current customers that are currently paying for his product, and five former customers that quit because they had issues with the product. What he also neglected to say is that his company has been in business for three years and $500,000 is the cumulative revenue generated during that time. Did Alex lie about his company’s progress, or did he engage in a form of puffery? While it’s not quite the false cry that a wolf is eating the sheep, Alex has crossed the line through omission of key facts. Any savvy investor will drill down and quickly learn that Alex has misrepresented his situation – which will probably cost him the investment.

As entrepreneurs our integrity is our most valuable currency. When we go to the bank for a loan, it’s important that we put our best foot forward, but in an honest manner. We should be fact-based with our approach and present a true picture of our operations. At the same time, there is nothing wrong with sharing data trends that portray our company in a growth-mode. When we are reporting to our investors, we share the true, unvarnished facts. If things aren’t as rosy as we’d like, we provide an explanation about the issues we are experiencing. We have a real estate fund and write a quarterly report for our investors. Periodically I like to include a section called, “What’s Not Working.” In it, we discuss some of the challenges we are facing and what we are doing to overcome them. We’ve had feedback from investors who appreciate the fact that we’re not always trying to sell them on unicorns and rainbows.

Another problem area for entrepreneurs is that of overpromising and under-delivering. In fact, we would be much better off doing the opposite. We would do well to find one of the most skeptical members of our team and have him or her help set expectations. It’s likely that our optimism would be dialed back to a more realistic degree. Overpromising once may be forgivable. But if it happens over and over then we’re probably moving past the realm of hyperbole and into the arena of deception.

We all want to win, which is a critical element of entrepreneurship. Doing so in an honest and forthright manner may not be the easiest path to take, but it will likely keep us from being eaten by the wolf.

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