| What do ultra-successful business owners and top | | | | Or they know how to manipulate and take |
| executives ALL do to achieve their goals so much | | | | advantage of their employer. I know owners who |
| faster than others - with far less effort and struggle? | | | | were afraid of their workers and felt intimidated. |
| You can bet they are not slaves to their | | | | These owners would not effectively reprimand them |
| business-they are the masters of their businesses! | | | | for their failings. Some owners would be so spineless |
| If you are struggling too hard and feel like a slave to | | | | that their reprimands had no effect. Other owners |
| your business, you need to learn what | | | | would overlook repeated errors. One owner endured |
| ultra-successful business owners and top executives | | | | a worker's tardiness time after time and said nothing. |
| all do to achieve their goals faster -- with far less | | | | He swallowed his feelings and became so frustrated |
| effort and struggle | | | | that when the worker was late for the 10th time, |
| Are you the master or the slave of your business? | | | | the owner completely lost his temper and ranted and |
| Take this test to find out | | | | raved at the surprised worker. |
| There are two types of businesspeople; those who | | | | In an effort to solve the problem, owners with this |
| master their business and those who are slaves to | | | | type of problem would resolve to do better the next |
| their business. Which are you? | | | | time. Invariably they fail to improve and repeat the |
| Here are 10 danger signals: | | | | pattern. |
| __ I am impatient with others at least several times | | | | Another attempt at a solution was for the owners |
| a week. | | | | to take courses in how to be a better manager. |
| __ My spouse (or employees) just don't get how big | | | | There were taught specific techniques, what to say |
| a job this is. | | | | and even how to say it. This is an excellent first step |
| __ Given the effort I put in, my net income is | | | | but it overlooks the fundamental problem -- the |
| nowhere near high enough. | | | | owners' lack of self-esteem, confidence and blind |
| __ If I wasn't here, the place would fall apart within | | | | spots. |
| a month. | | | | An effective solution for this problem is to have a |
| __ I can't seem to attract - or keep - the right staff. | | | | training program that addresses the owners' |
| __ I'm doing tasks that I do not like or am not very | | | | self-esteem as well as specific techniques. Having a |
| good at. __ I am working more than 10 hours a day. | | | | mentor or coach works well also. |
| __ I am running faster and harder than I probably | | | | Now you may object, "Stan, I don't have the time. I |
| should be. | | | | am too busy trying to increase revenue. When can I |
| __ It is hard getting my workers to do what I want | | | | take time away from my work to attend a |
| them to do __ Some of my workers make my job | | | | seminar?" |
| harder. | | | | When you stop to think of all time that is wasted by |
| __ I am often unsure of what to do next. | | | | being an ineffective delegator, you can clearly see |
| If you want the business you dreamed of, you must | | | | that an investment in this training actually saves tons |
| get command of your business. Stop working long | | | | of time. |
| hours. Stop trying to do everything yourself. Learn to | | | | John started out feeling overwhelmed by the many |
| run your business so that you have plenty of free | | | | responsibilities of being CEO of this company. When |
| time with a dependable team to manage the details. I | | | | he got training and coaching, he learned to be a great |
| have coached hundreds of business owners to | | | | boss. He kept asking himself, "Should somebody else |
| create their dream business and have learned the | | | | be doing what I am doing right now?" He then found |
| essentials of what it takes. | | | | subordinates to do those tasks. He had to develop |
| Your business cannot grow any faster than you do; | | | | some of his people to perform reliably. He also got |
| you will need to learn the secrets of personal growth | | | | the backbone to make tough decisions, like firing his |
| and to turn yourself into a great boss Like John who | | | | own brother. |
| mastered the necessary business skills and now has | | | | John is delighted that he was able to remove so |
| plenty of free time for doing what he loves. John | | | | much pressure from his job. He is now ready to |
| goes on many vacations. He feels comfortable leaving | | | | create a new division to his company. |
| his business in the hands of his carefully selected and | | | | To start becoming a great boss, and have the |
| trained subordinates. Even when he is away, his | | | | business of your dreams, began by frequently asking |
| business continues to earn money that supports his | | | | yourself, "Should somebody else be doing what I am |
| lifestyle. | | | | doing right now?" If you answer, "no," find someone |
| Those that are slaves to the business feel that if | | | | in your organization to do it. You may need to train a |
| they're not at work, things would fall apart. They | | | | person. Take the time to develop him; even if it feels |
| work long hours. They attend to details that | | | | that would be faster to do it yourself. In the long |
| somebody else should be doing. Employees are so | | | | run, it will save you tons of time and energy- time |
| dependent that they dare not make a decision and | | | | and energy you can use to grow your business or |
| constantly seek their employers' direction. | | | | spend with your family. |