As an Entrepreneur, 11 Things For Which I am Thankful

It’s always the right time to live life from a place of gratitude. With Thanksgiving just around the corner, today I reflect on what it means to be thankful as an entrepreneur.

Are You a Colossal Entrepreneur?

At last week’s Cadre event (http://www.cadredc.com/), I had the opportunity to hear best selling author Mike Michalowicz (http://mikemichalowicz.com/) speak about his theory of Colossal Entrepreneurship, which is the basis of his book, “The Pumpkin Plan.” Just when I think I have finally mastered the whole entrepreneurship mindset, a new perspective comes along that makes me re-think my whole approach.

This is what happened with Mike. His idea of “The Pumpkin Plan” came from observing pumpkin farmers that grow colossal pumpkins over the course of a year. Those pumpkins don’t magically appear because of a healthy crop season and good luck. These farmers follow a systematic approach to pumpkin growth that differs from the strategies traditional farmers use to grow the maximum quantity of pumpkins possible.

Two Most Common Entrepreneurial Attributes – Not What You Think!

Entrepreneurs know that they require tremendous resilience and energy to recover from setbacks, move through challenges, and inspire others when situations are difficult. I’m often asked how I do have so much energy – especially since I live a caffeine-free/sugar-free life (no coffee, soda – or even chocolate as of October 1st).

I never have an answer because I don’t really understand what people are talking about. I only operate at this energy level. Anything else seems to be in slow motion.

Most entrepreneurs have two common attributes:

ADD/ADHD
A high BS level (always well-intentioned of course.) This could also be known as eternal optimism or eternal positivity

Bracing for Sequestration – IF It Happens At All

n my meeting today with my customers at Defense Logistics Agency, one of the Directors asked me, “Marissa, how is Information Experts preparing for sequestration?” The question caught me off guard, but fortunately, I’ve attended so many events to learn about sequestration strategies that I was quick on my feet to answer.

Here are the five strategies we’ve implemented to prepare for budget cuts:

The New World of Learning & Workforce Implications

Last month, I attended the quarterly Chief Learning Officers (CLO) breakfast led by CLO Media (www.clomedia.com). The panel and discussion centered around the changes occurring in the workforce, and the convergence of education, skills, and work. As someone who has a Master’s Degree in Instructional Systems Design/Curriculum Development, and as CEO of a company (www.informationexperts.com) that provides education and training solutions to the market, I’ve always been interested in how social changes impact educational trends in the workforce.

Much of my information is from one of the best resources I have encountered on this topic: The Apollo Research Institute (www.apolloresearchinstitute.org).

Where Has Marissa Been?

Information Experts (www.informationexperts.com) has gone through A LOT of changes these last few months. These changes have been QUITE an educational journey for me. Honestly, there were times when I wanted to write a column, and I was paralyzed. The words just wouldn’t flow. I felt as if I had nothing valuable to share because my own leadership circumstances were so perplexing to me. I lost my footing, and questioned whether I had any right to share my insights and lessons.

Now that I have emerged in a better place, I look forward to sharing my experiences with you as I continue to process how they have shaped my company, and shaped me as a person, mentor, and leader.

On a positive note, these past two months have provided me with many opportunities to help others through my speaking.

When the CEO Must Become the CPO (Chief Process Officer)

Traditionally, the CEO is responsible for the “heart” of the organization… the vision, culture, mission, strategy, and values. They are the “Chief Evangelist Officer,” or the “Chief Cultural Officer” or even the “Chief Emotions Officer” (yes I’ve seen that one too).

Conversely, it’s usually the COO that is responsible for the “blood and guts of the organization” – the person that ensures the operations within the organization can support the vision.

Strategy & Process are Interdependent
Experience – backed up by a lot of research and peer consultation – has taught me that strategy and process are two sides of the same coin, and that the CEO must take ownership for the creation of the core processes that enable a business to run. It doesn’t matter how strong a vision is. Without the processes required to execute, the strategy will fall flat. And while I absolutely believe that “culture eats strategy for breakfast,” the one essential element that organizations require for healthy strategies, cultures, and ultimately growth is process.

Your Greatest Success Lies Directly Behind Your Greatest Challenges

“Every adversity, every failure and every heartache carries with it the seed of an equivalent or greater benefit.”

This is just one of the golden nuggets of wisdom that stays with me from one of my all-time favorite business books, “Three Feet From Gold” by by Sharon L. Lechter and Greg S. Reid. (http://threefeetaway.com/). The book is a synopsis of Napoleon Hill’s philosophies for success (http://www.naphill.org/).

The title conveys that people often give up on their dreams because they believe they can’t succeed, when in reality, their success is within their grasp – sometimes literally three feet away.

Feeling discouragement or even despair when we’ve convinced ourselves that success isn’t an option happens to everyone. So how can we push past the negative thinking? How can we find the strength and resolve to continue for three more feet to find our own pot of gold?

The #1 Investment Entrepreneurs Must Make

What is the #1 investment entrepreneurs should make when building their business? It isn’t sales, marketing, IT, or customer service.

Six Unique Traits Biz Owners Look For in Potential New Hires

As a business owner always looking for exceptional talent, and as a mentor to emerging entrepreneurs seeking guidance on how to hire great people, I’ve learned that there are six definitive traits that great potential new hires share. These apply to candidates in all positions, in every sector, at any level – from intern to senior management.

If you’re in the market for a new position, if you’re charged with scouting for new talent in your organization, or if you’re a business owner trying to make those essential first hires, consider these characteristics or behaviors.