You CAN. Love your job. Dream huge.

 

This week it can be observed that more women in the business world, the better. Kathy Huber who led 50 male employees at one point in the tech industry history; however, when raises are coming out, and she is the lowest paid. She did not know that she was only one woman of 3 in her whole university and that is why the professors knew her name.

The book Your Emotional Fingerprint explains why you respond the way you do and the passions that drive you. The advice helps us achieve personal and financial goals more effectively as well as how to take control to make better decisions. Speaking of the emotional fingerprint in Launching Leaders, it is shown that successful people unleash creative power by mingling with, listening to, reading about, and be quick to observe.

It is easier and safer for companies to stay with the familiar than to explore the unknown as taught in the readings. We are challenged to make the harder choice. From the Harvard Business Review The Heart of Entrepreneurship, by Howard H. Stevenson and David E. Gumpertwe learn; “To be an entrepreneurial opportunity, a prospect must meet two tests: it must represent a desirable future state, involving growth or at least change; and the individual must believe it is possible to reach that state.” It is stated that some companies turn opportunities into problems for fear of losing strength. On the other hand, for the entrepreneurial mentality, external pressures stimulate opportunity recognition. “These pressures include rapid changes in: Technology, Consumer economics, social values, political action and regulatory standards. – effect competition.”

If the enemy of good is the search for perfection, then we must realize there is no perfect way to execute business and each scenario must find their own path.  In a recent interview I had with a businessman, it was noted that some decisions he delayed in making for the first years of his most successful business is regretted. HBR: The Heart of Entrepreneurship “Administrators often see the need to change as the result of failure of the planning process. By endlessly studying how to reduce risk, instead of trying to deal with it, administrative companies slow the decision making.   (The Japanese have learned how to make rapid decisions by consensus without bogging down in layers of bureaucracy.) “  We can observe that we can be more effective if we settle plans and discussion more efficiently and quickly in a business.