The Fearful Entrepreneur

What are you afraid of? I don’t mind confessing that I have issues with claustrophobia. This manifests when I get inside an MRI machine. Even an open CT scanner gives me the heebie jeebies. My heart pounds in my chest and my blood pressure goes through the roof. I don’t know what happened in the past for me to develop this fear, but it’s a cross I bear. I’ll never forget the time I heard about a poor soul who was exploring a cave and got stuck deep inside – upside down – and no matter how hard they tried, rescuers could not get him out. Within days of that story, I found myself in an MRI machine for 45 minutes. It took every ounce of my fortitude not to completely freak out.

I don’t know of a single entrepreneur who doesn’t experience a fear of something. There is the fear of public speaking, fear of heights, fear of flying, fear of being in social settings, fear of spiders (and snakes), fear of death and a wide assortment of other phobias that we may experience at a personal level. And then there’s what I consider to be “entrepreneurial fears.” Let’s examine a few of them and their antidotes.

  1. Competition“I’m afraid that the competition will overtake my company. I’m also fearful that someone is going to steal my business concept and crush us.” There’s a lot to unpack here. The forward-thinking entrepreneur will see competition as a healthy factor in his or her business life. If we have the right mindset, we can use competition to make us better. How? We do this by understanding exactly what our customers need and want and tool our product or service accordingly. We know that the competition is probably studying the customer in similar fashion – we just have to do it better!
  2. Ideas “My ideas are no good. I’m afraid that I’m just not creative enough to win in this business.” No one knows our ideas better that do we. And it’s not so much about having fresh new ideas as it is our ability to iterate on those we already have – or that someone else has. Look at Facebook for example. Many students of the Facebook phenomenon point out that the company has rarely had a new idea. They simply steal ideas from other developers or companies and execute them better.
  3. Failure “I’m afraid to fail and I’m afraid of what others will think of me if I fail.” This is one of the most common entrepreneurial fears that I’ve heard during my career. Unfortunately, this fear reflects a misunderstanding about what failure is. Too many entrepreneurs confuse “failure” with “defeat.” Failure is simply an unfinished experiment in the laboratory of life. It’s part of a process that we undertake to achieve success. Success is built on failure. Without some failure along the way, how do we really know that we have succeeded in optimal fashion?
  4. Money “I’m afraid that my money is going to run out before I succeed.” There are entrepreneurial stories abound where the founder was down to a triple digit bank balance and somehow pulled a rabbit out of a hat and turned things around. I also know that there are many more stories of businesses that folded when the cash spigot turned off. In the entrepreneurial world we learn how to improvise. We learn how to stretch a buck. We barter and trade. Better yet, we always have a Plan B in our hip pocket . . . just in case. Having a little bit of the “cash-strapped” fear is actually a healthy thing as long as we use it in a positive way to maintain focus on scaling our enterprise.
  5. Talent “I’m afraid a competitor is going to steal my best people; or my best people are going to walk across the street and start their own company.” Here’s the thing. If we provide the best value for our team, they’ll stick around which is the same philosophy we adopt with our customers. Sure, employees want to be fairly compensated, but loyalty goes beyond pay and benefits. Developing a dynamic culture goes a long way toward talent retention. So does making people feel that they and the contribution they make are genuinely valued. In the companies with which I’m involved, we don’t lock up our team members with long-term contracts or non-compete agreements. Instead, it’s incumbent upon us as leaders to show our team every single day how they are in the right place with our firm.

Being afraid can either be paralyzing or motivating. Smart entrepreneurs overcome fear to propel themselves to great success.

You can also listen to a weekly audio podcast of my blog. What you hear will be different than what you read in this blog. Subscribe on iTunes or wherever you get your podcasts. You can also click on this link – Click here to listen to Audio Episode 129 – The NPS and You.

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.

Opportunities to Fail

Some years back we developed an exercise that can be beneficial for every entrepreneur. We all want to manage risk – not take risk. I’ve said it before that taking risk is akin to rolling the dice. Managing risk is an intentional process to minimize or eliminate risk to the greatest extent possible. To this end we created a process called Opportunities to Fail.

Some might say that “Opportunities to Fail” sounds negative and ought to be called something else. But, it is named this way on purpose. Why? Because we believe that whether we succeed or fail is almost totally within our control. Thus, we have the opportunity to succeed or to fail – it’s up to us as entrepreneurs which we choose.

Let’s say that we are considering launching a new division, a new product or service, or embarking upon some other endeavor for which there are numerous risks. The Opportunities to Fail exercise begins with assembling all of the stakeholders from the team and beginning a series of brainstorming sessions. The first such session is that of identifying all of the different risks that are inherent surrounding whatever we are preparing to do. For this purpose we developed a simple Excel spreadsheet on which we log the risks. To each, we assign a numerical value on a scale of one to 10 – both in terms of Probability and Impact. We arbitrarily determined that we would weight Impact 25% higher. So, if a particular risk is assigned a 10 for Probability it means that there’s a high likelihood of this risk being realized. And if that same risk is also a 10 for Impact, it means that if the risk is realized, it could have a very detrimental effect. Thus, the Probability score is 10 and the Impact score is 12.5 (due to the 25% extra weighting) for a total score of 22.5.

Remember that during the first exercise we are only identifying the various risks and assigning Probability and Impact scores – we’re not solving anything yet. Usually this inventory process takes a couple of hours and there may be as many as 25, 30 or even more risks. When someone says, “An asteroid could drop out of the sky and destroy us,” it’s probably time to wrap it up. We then re-order the risks in the spreadsheet from the highest numerical value to the lowest, and circulate it to the stakeholders for a few days of contemplation. Everyone is empowered to offer additional risks during this time frame with their thoughts on scoring.

The second meeting of the group will take place within three or four days of the first, and is devoted to risk mitigation. We look at the highest scoring risks and discuss ways that we will prevent the risk from coming to fruition. In addition, wherever possible we also add a contingency plan in the event that somehow the risk “leaks through” our mitigation program. This way if a high-risk item bites us, it doesn’t kill us. We have found that there’s a natural breakpoint in the list. Perhaps there are 17 risks that rank at 14 or higher, and then there’s a gap with the next grouping of risks starting at a score of eight. We generally don’t worry too much about low-scoring risks as their Probability is usually low, and even if they happen, the Impact is minimal. Instead we spend our time ensuring that we have robust mitigation and contingency plans for the most dangerous risks.

At the end of the second meeting we ask this simple question – “Are we totally comfortable moving ahead with this endeavor?” If there is still fear and trepidation, then it means that we haven’t sufficiently mitigated one or more of the risks. Or it could mean that there is something nagging in the back of the minds of our team that still need to be put on the table. It’s at this point that we engage in additional discussion and mitigate further until we have total buy-in; we modify our endeavor to the point that everyone is comfortable, or we determine that should not move forward at all. The ultimate objective is to either move ahead knowing that we aren’t going to fail, or not to move forward at all.

A few days later a third meeting of stakeholders occurs. Each member of the group reaffirms his or her belief that we have adequately mitigated the risks and should proceed. Then we brainstorm for ways to Exploit the Opportunity. This is a lot of fun. We spend our time looking for ways that we can enhance the opportunity and make it even bigger and better than we initially envisioned – without adding new risks.

Utilizing the Opportunities to Fail exercise is a liberating experience. It puts us in a position to manage risk rather than take risk, and allows us to choose success.

You can also listen to a weekly audio podcast of my blog. What you hear will be different than what you read in this blog. Subscribe on iTunes or wherever you get your podcasts. You can also click on this link – Click here to listen to Audio Episode 124 – Do the Hustle.

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.

This picture taken on October 18, 2015 shows a participant jumping off a platform for a wingsuit flight from Tianmen Mountain in Zhangjiajie, central China’s Hunan province. Some 16 participants from 12 countries are taking part in the extreme sport event. CHINA OUT AFP PHOTO / AFP / STR (Photo credit should read STR/AFP/Getty Images)

You’re Fired!

I was listening to a friend talk the other day about a period in his career where he was firing lots of people. His manufacturing company had a number of 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 pretty 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 actually 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 work day – the list goes on and on. Still, the 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 for 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 have to 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 have to fire someone because they weren’t sufficiently trained, that firing is our failure.

Finally, we must ask ourselves whether or not 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 have to 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.

You can also listen to a weekly audio podcast of my blog. What you hear will be different than what you read in this blog. Subscribe on iTunes or wherever you get your podcasts. You can also click on this link – Click here to listen to Audio Episode 107 – Whale Sharks.

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.

100% TPR

At the U.S. Military Academy in West Point, New York, all cadets learn many valuable lessons about life. One in particular seems extra important in this day and age. When something goes wrong – anything at all – a cadet is expected to state to a superior officer, “It was my mistake, Sir, and I take full and total responsibility. I made the mistake because . . .” It matters not that someone or something else may have caused things to go awry. Cadets are taught from the very beginning to own the results of whatever may be happening around them. I call this 100% Total Personal Responsibility – 100% TPR.

Think about how much finger pointing occurs in our daily lives. The excuse factory is operating 24/7 and works at full capacity to produce victim after victim. Few people are willing to stand up and proclaim 100% TPR. Thus, it’s refreshing to see that young men and women, who are choosing a career in the Army, are doing so with a mindset of personal responsibility. They truly own their lives. Entrepreneurs should take notice of this concept to understand how to become effective leaders.

Think about a variety of every day scenarios where we witness the blame game being played. A basketball team with a losing score believes that the officiating has been too one-sided. “It’s hard to win an “eight-on-five” game,” some of the players exclaim. There’s no doubt that blown calls are a fact of life in sports. Players that have 100% TPR aren’t going to point the finger at the referees though. Instead, they will stand up tall and say, “It’s my responsibility that we lost because I didn’t execute on offense like I should, and I allowed my opponent to get past me to the basket too many times.”

A small business is competing for a contract and loses. The vice president of sales is visibly angry and says, “The playing field wasn’t level. We should have won, but our competitor had an unfair advantage by making promises they won’t be able to keep!” Conversely, the entrepreneur with 100% TPR says, “We lost because we didn’t do a sufficient job of differentiating our product from the competition. I take full responsibility for that.”

The whole point is that as adults, we NEVER blame someone or something for our failures. We ALWAYS take 100% Total Personal Responsibility for everything that happens. You may be thinking that there must be circumstances that are out of our control where we shouldn’t be held responsible. For example, what about the guy who steps off the curb after checking for traffic and a crazy drunk driver mows him down at 90 miles per hour? How can that guy be at 100% TPR? Here’s the thing. That guy made the choice to be in that place at that time. That’s not to say that the choice was right or wrong – just that’s the choice he made. Perhaps he could have looked further down the street to see the drunk driver barreling toward the intersection and waited until the car passed. And don’t misunderstand – this isn’t to say that the drunk driver wasn’t responsible – he was absolutely the one at fault. But when we are at 100% TPR, we aren’t worrying about anyone else because we have 100% ownership of our lives.

Eliminating any and all thoughts of victimization is critical to living a life of 100% ownership. It liberates and empowers us, allowing for constant self-improvement and growth. When we blame others, we interrupt this improvement and growth process. In my business and in my life, I want to evaluate the risks and rewards and proceed based upon the information I have gathered. The choices that I make may be right or they may be wrong, but they are my choices and I own them, regardless of the outcome.

We can practice the concept of 100% TPR by stopping ourselves when we are in situations where blame might normally be the default thinking. Instead, we say, “I take 100% Total Personal Responsibility for what has happened. It happened because . . .” This affords critical analysis to determine the root cause for a failure and gives us the opportunity to learn how we can make different choices in the future. And remember, taking 100% TPR isn’t enough unless the second part of the idea is explored – “It happened because . . .” We must know what we could and should have done differently.

Success can come through failure if we are willing to take 100% Total Personal Responsibility. It can also allow us to model great leadership for the benefit of others.

You can also listen to a weekly audio podcast of my blog. What you hear will be different than what you read in this blog. Subscribe on iTunes or wherever you get your podcasts. You can also click on this link – Click here to listen to Audio Episode 92 – Death, Taxes and . . .

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.

A Dirty Word

What two words in the English language couldn’t be further apart in their meaning, but are often intertwined for entrepreneurs? The first word by itself is part of the everyday life of an entrepreneur – and every other person in the world as well. This word is relatively innocuous. But when connected with the second word it’s like adding the primer to dynamite. The resulting explosion can have all sorts of detrimental effects on our lives.

That first word is “failure.” Many entrepreneurs (and others) fear failure. But successful entrepreneurs have almost always experienced failure in different ways and multiple times. They use their failure to recalibrate or pivot, and find a new way to make something work. David H. McConnell was a door-to-door book salesman who offered a little gift of perfume to female customers. Selling the books didn’t work out so well, but there was great demand for the perfume. So McConnell ditched the books and turned the perfume concept into what is now known as Avon. Ever heard of Traf-O-Data? It was a partnership between Bill Gates and Paul Allen for the purpose of developing reports from traffic counters for traffic engineers. Needless to say the business was not a success. But Gates went on to launch another venture called . . . Microsoft. And then there’s the famous story about a man named Fred Smith who wrote a paper for his Yale University economics class involving overnight parcel deliveries. The professor wasn’t impressed and gave him what Smith recalls was a C. Undaunted, Smith pursued the idea which today is known as Federal Express.

This brings us to the second word. The word is toxic to entrepreneurs for it can easily become a mindset. The word . . . “defeat.” Failure is part of a process of experimentation and discovery. Defeat is the end. Once defeat is admitted, there’s nothing more to be done. I knew a man who worked for someone else for several decades. Then he decided to spread his entrepreneurial wings and bought a business. He labored mightily but eventually had to close his doors. But rather than lean into the experience and use it as a stepping stone to success, he withdrew. His confidence was shaken and he began making unhealthy choices. He tried working for someone else again but eventually ended up driving a taxi. Now there’s nothing wrong with driving a taxi if it’s for the right reason. But in this case it was his way of curling up in the fetal position and saying, “I can’t.”

I think that it boils down to whether or not we have a “die trying” mentality. It boils down to whether or not we have a positive image of ourselves. It boils down to moving as fast as we can to kill our own bad ideas so we can make room for the good ones! When we are afraid to fail, we are setting ourselves up for defeat. One of the most important things about failure is making certain that it’s not so monumental that we can’t right our ship. A mindset of defeat occurs when we are convinced we’ve lost it all – forever.

Here’s what I’ve learned. I don’t set out to fail at anything but accept the fact that I will and I must, if only to find the good ideas that work. I always make sure there’s enough of a margin of safety that my failures aren’t going to “kill” me. This leaves room for a pivot or a more significant shift. Regardless of my failures I will always remain positive and optimistic. Sometimes this can be very hard but it’s fundamental to avoiding defeat. When I do fail I look for what can be salvaged from the experience to bolt onto the next iteration of whatever I’m doing. And finally, I know that I’m a step closer to success by eliminating a step in the process that didn’t work.

Failure and defeat are not connected in any way, shape or form. Great opportunity and great success can rise from failure. Nothing good comes from defeat.

You can also listen to a weekly audio podcast of my blog. What you hear will be different than what you read in this blog. Subscribe on iTunes or wherever you get your podcasts. You can also click on this link – Click here to listen to Audio Episode 57 – Headwinds

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.

Oops . . .

I’ve said many times that mistakes are simply unfinished experiments in the laboratory of life. Too often we beat ourselves up over the mistakes that we make. Innovative forward-thinking entrepreneurs make a lot of mistakes. This is normal and necessary to some extent. It’s when the same mistake is made repeatedly that there’s real cause for concern.

Understanding how mistakes are made can be helpful in eliminating their repetition. Simply shrugging off a mistake as “an unfinished experiment” is a missed opportunity to gain deeper insight into why it happened and what can be learned. This also must be tempered in the other direction. We’ve all seen sports teams that play not to lose. Often this ends badly. We can become tentative and overly-focused on avoiding mistakes. And what happens then? We actually end up making even more mistakes.

I’ve learned quite a bit about mistake-making over the course of my life and career. Many were silly. Some were more significant. Fortunately none were ever life or death. Here’s what I’ve learned.

A number of my mistakes occurred because I failed to Plan. I shot from the hip or simply jumped into the water without any forethought. Plotting a course doesn’t mean having a 40-page business plan. But it’s important to think through the different steps that will be taken to reach the ultimate objective. In the process we also look for possible hiccups that might be encountered and determine what can be done to avoid or mitigate them.

With a plan in hand we make sure we have sufficient resources to effectively implement it. Further, we also determine if we (and/or our team) are adequately Educated on what we will need to do to succeed. A large percentage of mistakes are made because those implementing the plan aren’t fully up-to-speed on how to do so. Failure to be sufficiently educated on the “how” and to understand the context of a particular situation can have deadly consequences. Think about an auto mechanic who isn’t properly trained on how to re-connect a brake line on a particular model of car. Uh oh.

Following a plan and being educated on the “how” doesn’t guarantee a mistake-free execution if Process is ignored. On June 1, 2009, Air France Flight 447 from Rio de Janeiro to Paris crashed into the Atlantic Ocean killing all aboard. The report by the French Aviation agency, BEA, stated, “Temporary inconsistency between the measured airspeeds likely following the obstruction of the pitot probes by ice crystals that led in particular to autopilot disconnection and a reconfiguration to alternate law,” and “inappropriate control inputs that destabilized the flight path.” In other words, the pilots failed to follow the prescribed process for such conditions.

Here’s a cause for mistakes that happens more often to me than I care to admit. It’s called Distraction. I’ll be cranking away on a project and the phone will ring; someone stops by my office, or I need to dash off to an appointment. Unfortunately my project was interrupted and so was my train of thought. When I pick up where I left off I’m in the danger zone. Invariably there’s a gap that I can pinpoint as the root cause of whatever mistake ensues. More recently I’ve been trying to make some notes to myself before tending to the distraction.

Information Failure is usually referenced in the field of economics. But I think it can be broadened in more general terms to include mistakes that are made from bad information, bad facts and/or bad conclusions. There have been times that the data was old and I hadn’t bothered to make sure that it was current. And, there’s no doubt that I’ve drawn the wrong conclusion as a result of incomplete information.

We all want to minimize our mistakes. Understanding what causes them is the first step in this process. For me a failure to plan, be educated, follow process, becoming distracted and using bad or incomplete information are usually the reasons for my mistakes.

You can also listen to a weekly audio podcast of my blog. What you hear will be different than what you read in this blog. Subscribe on iTunes or wherever you get your podcasts. You can also click on this link – Click here to listen to Audio Episode 39 – The Enemy.

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.

thenuttyprofessor

2,300 Feet and No Ropes!

On May 15, 1963, astronaut Gordon Cooper blasted into space on Mercury-Atlas 9. The Mercury capsule was 10.8 feet long and 6.0 feet wide. The duration was 34 hours and 19 minutes 46 seconds at a maximum velocity of 17,547 miles per hour and an altitude of 166 miles.

Alex Honnold is a world-renowned big wall free solo rock climber. He is particularly famous for climbing Yosemite’s Triple Crown – The Nose (El Capitan), Mt. Watkins and The Regular Northwest Face of Half Dome – completed in 18-hours and 50-minutes. Free solo climbing is done without ropes, pitons or carabiners.

Navy Commander Jeremiah Denton was a POW in North Vietnam for eight years (1965-1973) four of which were in solitary confinement. He was forced to participate in a 1966 televised press conference during which he blinked the letters T-O-R-T-U-R-E in Morse code. After his release from captivity he retired at the rank of Rear Admiral and became a U.S. senator from Alabama.

What is the common thread that runs through all three of these individuals? Of course their physical stamina is obvious. But perhaps even more amazing is their mental toughness. I can’t imagine what it would have been like stuck in a tiny Mercury capsule all by myself hurtling through space at an incredible speed. What if something went wrong and I couldn’t get back down? Or how about being 2,300 feet up the 3,000 foot face of El Capitan with no ropes or anchors and suddenly feeling sick? And being tortured and isolated for years in a prison camp is incomprehensible. Without mental grit, think about how easy it would have been to go stark-raving mad in each of these situations and just totally lose it.

Fortunately as entrepreneurs we’re generally not faced with situations that threaten our mortality. But developing a strong mental state is critical to our entrepreneurial success. There are many situations that we encounter that call for mental toughness. If we waver or lose our way, we can lose a whole lot – financially, in terms of relationships, team members and reputation.

Exactly what should we do to become mentally tougher? First, how do we contemplate and deal with failure? Failing is actually a crossroads for us. When something doesn’t work the way we had planned we have a choice to make. We either give up or we get back up and keep trying. Feelings of pain and discomfort create patterns that our brain wants to avoid in the future. True progress is made when we decide to move forward past the pain and into a state of endurance.

Second, we need to identify the self-imposed limitations that hold us back. Do we have routines that have actually become ruts? If we keep pushing the goal we achieve real growth. Breaking out of old habits and happily accepting new challenges is mentally stimulating and helps us become conditioned for success. As is always the case, constantly maintaining a positive attitude is an enormous step toward becoming mentally tough.

Finally, we visualize the end result then write the script for the journey to get there. Mental toughness cannot be achieved aimlessly. We must have an end game in mind. Gordon Cooper wanted to finish the mission and get home safely. Alex Honnold wanted to get to the summit of El Capitan. Jeremiah Denton wanted to put his feet back on American soil. In each case they had a clear objective and kept it front and center at all times.

To become mentally tough we embrace failure and use it to create endurance. We discard self-imposed limitations and through positivity, set the table for success. Ultimately we paint a clear picture of what our success will look like and then execute the strategy and tactics that take us there.

You can also listen to a weekly audio podcast of my blog. What you hear will be different than what you read in this blog. Subscribe on iTunes or wherever you get your podcasts. You can also click on this link – Click here to listen to Audio Episode 5 – Now What?

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.

Yosemite_El_Capitan