A Cup of Cappuccino for the Entrepreneurs Spirit: American Indian Women Entrepreneurs Edition


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Over 50 potential editions have been identified. CDs with selected stories in the entrepreneur's voice will follow. A portion of the proceeds from the book will be put in a fund to help the next generation of entrepreneurs with start-up funds. For the format and guidelines for writing a story, click on "Submit Story. You are not required to agree to this in order to buy products or services from Xlibris. You certify that you are over the age of eighteen Standard message and data rates may apply. Click here to view our privacy policy. Charisma is a part of those traits. Entrepreneurs have to persuade and inspire.

They have to bring employees, investors, partners, and customers with them on their journey. They know the difference between obeying the law and breaking the rules, between being opinionated and winning an argument, and between obstinacy and flexibility. This is a good quality in that, anyone can say anything ensconced in offensive language or phrasing that gets them in trouble — but the ability to still pull out the win with a winning way is important for anyone — but especially important for an entrepreneur.

They have confidence that hopefully stops them short of an arrogance that drives them into fatal mistakes. They know how to dream but they also know how to turn those dreams into a plan, and how to communicate that plan so that others are as enthusiastic as they are about making that plan real.

The desk is old; it used to belong to his father. I was. Buffett, who completed the course in January , says that it changed his life. Dale Carnegie gave Warren Buffett what every successful entrepreneur needs and few investors possess: charisma.

Audiences, even skeptical ones, listen. They buy or invest. They tell their friends about the company and they value their relationship to the entrepreneur. Charisma is what makes the difference between a leader with a following and someone taking a walk alone. Some people have it naturally. When that individual moves to another part of the house, the party drifts with them.

However, that natural charisma is rare. Carnegie himself breaks making people like you into six simple lessons. Whether it is in person or an emoji, smiling helps.

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They can recall the names of everyone they meet, together with their birth dates, pet names and favorite colors. If they can learn how to do it, so can you. The other four strategies that Dale Carnegie recommends all come down to the same thing. He recommends being a good listener as you encourage people to talk about themselves. He suggests that you talk about the things that they find interesting, and that as they talk, you make them feel important. And he says that you should be genuinely interested in other people. Charisma is never about what someone sees in the person who possesses it.

And, what you learn when you listen to them will be valuable. It tells you who people are and what they think. It reminds you that products and success are ultimately about people and the effect the services you create have on those people. One person says otherwise, and he should know. Richard Branson has been no less successful than Steve Jobs has been and in a wider range of businesses.


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In a interview with Inc. Jobs micromanaged and failed to delegate, was brusque with people and was more likely to insult them than motivate them. Entrepreneurs rarely get anywhere unless they break the rules. Before you can break the rules, you have to know the rules. You need to know what other leaders have done, what the standard route from A to B would look like and how to follow it. In the end, our way was hugely successful and that NY organization is now a global organization.

People who have been in an industry for a long time become used to doing things a certain way.


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  • They build products that look a lot like products that have sold well in the past. They market those products through the same channels that their competitors use with similar messages and to audiences that other companies before them have already identified. The founders of Whole Foods Market were the owners of two small health food stores in Austin, Texas who wondered why stores that sold organic and healthy food always had to be tiny. They questioned the traditional way of doing things, and came up with something completely new.

    They made their own market. He let buyers order the parts they wanted so that they could receive a custom-built unit. The overheads were lower and customers were happier. A new entrepreneur setting up a new business will always struggle to compete against more powerful competitors doing the same thing unless they have something new to offer.

    Michael Dell did that when he was a high school student; he earned more than his teacher that year. It helps too when an entrepreneur has little to lose. If he had failed, his losses would have been small and he would have had plenty of time to bounce back and try again.

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    Rules describe how businesses operate. No one writes them; they develop by themselves like a track that many people have walked down. They ensure that all businesses compete in a fair environment and that customers can buy with confidence. Only criminals break laws; successful entrepreneurs spot opportunities and break the rules. Before you can begin building a business, you need a certain amount of capital. You need an idea, a product, a website probably.

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    You need to know the market. You need to know how to create the product, you need to know who is likely to buy it and you need to know how you can put it in their hands. You need to know what you can do. You need to know where you excel. And you need to know your weaknesses. None of the webinars and business conferences or information products you might buy will contain a roadmap to your personality.

    Some of them might explain how you can assess yourself but it will still be up to you to conduct that assessment and understand the results. This may be the biggest challenge that any entrepreneur faces. Someone who fails to understand themselves can harm their relationships with an angry word or find themselves repeating unproductive work patterns through constant procrastination or complaining, but they muddle through.

    These people can apologize, fix the damage, and repair their reputation. They might not reach stellar heights of success but they can still make do and move ahead. When an entrepreneur fails to know themselves, the business stalls.

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    When a business struggles to grow, it soon starts to shrink. Competitors shoot past, frustration replaces momentum and as good staff starts to leave for more successful companies what they leave behind is a much weaker version of what the business should have been. Understanding our limits requires overcoming a host of different biases that psychologists say we all use unconsciously to order our world and make sense of our experience.

    For both of us, as entrepreneurs, we have done a significant amount of soul searching, reflection, and analysis as well as sought feedback from others to understand our limitations and then figure out how to change them. Hindsight bias, for example, makes events that surprised us when they happened expected or even inevitable. How many times have you told yourself, long after an event, that you knew it was going to happen?

    You would have either prevented it or taken action that would have allowed you to profit from it. When you say you did know, take a second to think what that actually means.

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    Did you feel something in those moments before to which you should have paid attention? Think deeply about this. As an entrepreneur you have to pay attention to your instincts — especially if they are usually correct. Next time you have an idea cross your mind that you should maybe consider — well, take an extra few minutes and — maybe consider it! Bring it out of your mind and onto to table and make an informed decision. If, in the end, you are right, you will trust yourself better.

    And, if in the end, you were wrong, you will also trust yourself better, because you heard your own inner thoughts and considered them. Hindsight bias , though, is a valuable technique because it makes the world more predictable and less frightening. It makes us feel in control. But it also allows us to oversimplify situations and prevents us from seeing the real origins of an event. It stops us from learning. Impact bias relates to that future. That brings a danger of disappointment even at the moment of your greatest success.

    A Cup of Cappuccino for the Entrepreneurs Spirit: American Indian Women Entrepreneurs Edition A Cup of Cappuccino for the Entrepreneurs Spirit: American Indian Women Entrepreneurs Edition
    A Cup of Cappuccino for the Entrepreneurs Spirit: American Indian Women Entrepreneurs Edition A Cup of Cappuccino for the Entrepreneurs Spirit: American Indian Women Entrepreneurs Edition
    A Cup of Cappuccino for the Entrepreneurs Spirit: American Indian Women Entrepreneurs Edition A Cup of Cappuccino for the Entrepreneurs Spirit: American Indian Women Entrepreneurs Edition
    A Cup of Cappuccino for the Entrepreneurs Spirit: American Indian Women Entrepreneurs Edition A Cup of Cappuccino for the Entrepreneurs Spirit: American Indian Women Entrepreneurs Edition
    A Cup of Cappuccino for the Entrepreneurs Spirit: American Indian Women Entrepreneurs Edition A Cup of Cappuccino for the Entrepreneurs Spirit: American Indian Women Entrepreneurs Edition
    A Cup of Cappuccino for the Entrepreneurs Spirit: American Indian Women Entrepreneurs Edition A Cup of Cappuccino for the Entrepreneurs Spirit: American Indian Women Entrepreneurs Edition
    A Cup of Cappuccino for the Entrepreneurs Spirit: American Indian Women Entrepreneurs Edition A Cup of Cappuccino for the Entrepreneurs Spirit: American Indian Women Entrepreneurs Edition

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