Does Your Team Have the Four Essential Types? by Adam Bryant

Excerpts from an interview with Paul Maritz, president and C.E.O. of the software firm VMware, conducted and condensed by Adam Bryant...

Q. What are some other leadership lessons?

A. One of the things I’ve learned over the years is that there is no such thing as a perfect leader. If you look at successful groups, inevitably there’s an amalgam of personalities that really enable the group to function at a high level.

Q. And what are they?

A. At the risk of oversimplifying, I think that in any great leadership team, you find at least four personalities, and you never find all four of those personalities in a single person.

You need to have somebody who is a strategist or visionary, who sets the goals for where the organization needs to go.

You need to have somebody who is the classic manager — somebody who takes care of the organization, in terms of making sure that everybody knows what they need to do and making sure that tasks are broken up into manageable actions and how they’re going to be measured.

You need a champion for the customer, because you are trying to translate your product into something that customers are going to pay for. So it’s important to have somebody who empathizes and understands how customers will see it. I’ve seen many endeavors fail because people weren’t able to connect the strategy to the way the customers would see the issue.

Then, lastly, you need the enforcer. You need somebody who says: “We’ve stared at this issue long enough. We’re not going to stare at it anymore. We’re going to do something about it. We’re going to make a decision. We’re going to deal with whatever conflict we have.”

You very rarely find more than two of those personalities in one person. I’ve never seen it. And really great teams are where you have a group of people who provide those functions and who respect each other and, equally importantly, both know who they are and who they are not. Often, I’ve seen people get into trouble when they think they’re the strategist and they’re not, or they think they’re the decision maker and they’re not.

You need a degree of humility and self-awareness. Really great teams have team members who know who they are and who they’re not, and they know when to get out of the way and let the other team members make their contribution.

....

The Coming Wealth Transfer, by Os Hillman

But the wealth of the sinner is stored up for the righteous (Prov 13:22).

In the last days there will be a transfer of wealth into the hands of the righteous for the purpose of funding a great harvest of souls and for believers to have greater influence on society in the name of Christ. This will happen in at least four ways.

1. Supernatural Transfer - Like the Israelites leaving Egypt, Christians and non-profit organizations will receive major gifts from individuals or foundations to carryout their Christian mission. In 2004, the Salvation Army received one of the largest gifts ever for Christian ministry via the founder's wife of McDonald's, Joan Kroc, in the amount of 1.5 billion dollars.

2. Power to Make Wealth - God is going to give witty inventions to believers throughout the world that will generate wealth. This has already begun. "But remember the LORD your God, for it is he who gives you the ability to produce wealth, and so confirms his covenant, which he swore to your forefathers, as it is today" (Deut 8:18).

3. Social Entrepreneurship - Just as Joseph was entrusted with the resources of Egypt to solve a societal problem resulting from a famine in the land, God is going to transfer money to believers who are solving societal problems. Governments will fund private enterprises because government has not been able to do it.

4. Wealthy Individual "Conversions" ? Finally, many non-believers who are wealthy will become Christians in these last days and will begin to use their wealth for Kingdom purposes.

The transfer of wealth is designed to accelerate God's activity on the earth, not to simply make believers wealthy. Pray that God uses your work life call to accelerate His Kingdom on earth. And pray that God raises up good stewards of wealth.

Zappos CEO Tony Hsieh Happy Making $36,000 A Year Working For Amazon

One of the most striking Internet success stories in recent years is Zappos, the $1+ billion e-commerce business which was bought last year by Amazon.

But, as is often the case, the Zappos empire was not created overnight. Ten years ago, the online retailer known for selling shoes was actually desperate for sales. It wasn’t until a young Tony Hsieh came aboard in 1999 -- as a business consultant and investor -- did that all begin to change.

Hsieh’s unorthodox approach to company culture turned Zappos not only into a very lucrative business, but one beloved by customers and employees alike. He was named CEO in 2000 and attributes Zappos’ success to sticking by the company’s core values, which were designed to make employees happy.

“Our number one priority at Zappos is company culture. Our belief is that if we get the culture right most of the other stuff like delivering great customer service or building a long-term enduring brand for the company will happen naturally on its own,” says Hsieh who is also the author of a new book “Delivering Happiness: A Path to Profits, Passion and Purpose.”

Hsieh, 36, has stayed CEO of Zappos, despite making a salary that one would normally associate with an entry-level customer-service rep--$36,000 a year. Hsieh has been so successful as an entrepreneur that money no longer motivates him. What does, he says, is continuing to develop the company and culture that the Zappos team built over the past decade. And, so far, Amazon has allowed him to do that.

He must be on to something: Fortune magazine named Zappos #15 on its annual ranking of “Best Companies to Work For” at the beginning of the year.

Born for business

Hsieh, a first-generation Taiwanese-American, was only in his mid-20s when he joined the Zappos team. He may have been fresh out of college, but he certainly was no stranger to creating and cultivating multi-million dollar businesses.

From a very young age, he had the entrepreneurial instinct. At just nine years old, he had started his very first business – a worm farm. A few years later came his mail-order make-your-own button company. Then while studying computer science at Harvard he started making his peers what every college student demanded more than anything: pizza.

His first “real” company

Shortly after college in 1996 at the age of 24, Hsieh co-founded LinkExchange a website development business from the comfort of his own basement. Two years later Microsoft paid him $265 million – yes, nine figures – for his creation.

Of course Hsieh needed another challenge and to feed his insatiable entrepreneurial appetite. That challenge would be Zappos. His goal was to make the company – at the time fighting for financial stability - the largest online shoe retailer.

Zappos named him CEO and he did what he set out to do. Hsieh grew the company that had nearly non-existent sales when he started, to over $1 billion in sales today.

His guiding principle: Happiness. When you enjoy what you do and where you work, great things will happen.

“We have 10 core values at Zappos. We try to do is hire people whose personal values match their corporate values,” says Hsieh while also stressing the importance not hiding or holding back who you are outside of the office. “It is about being yourself in the office because we found that when true friendships are formed, that is when creativity really blossoms (in our employees) and great ideas come out, which is what has driven our growth.”

The company will not hire anyone who does fit within their corporate culture.

“One our values is to be humble, and that is the one that trips us up most during the hiring process. There are a lot of smart people out there that are also egotistical and for us it is not a question, we just won’t hire them,” says Hsieh.

In the same vein, the company will fire employees who do not live up to those standards.

Often, when growing companies are acquired by much-larger ones, such cultures are destroyed, as the acquirer seeks to wring out the "synergies" used by financial folks to justify the acquisition.

But that's not so in this case, Hsieh says.

Before Amazon and Zappos agreed to their deal, Amazon signed a document saying it would let Zappos continue to do its own thing. And Hsieh says Amazon has honored that commitment.

Basically, the only thing that has changed, Hsieh says, is that Zappos has swapped its old board of directors for a new one--at Amazon. Zappos still runs its own show, and that has enabled it to maintain the culture that it so carefully cultivated in its years as an independent company.

Everybody, Somebody, Anybody, and Nobody

This is a little story about four people named Everybody, Somebody, Anybody, and Nobody.

There was an important job to be done and Everybody was sure that Somebody would do it.

Anybody could have done it, but Nobody did it.

Somebody got angry about that because it was Everybody's job.

Everybody thought that Anybody could do it, but Nobody realized that Everybody wouldn't do it.

It ended up that Everybody blamed Somebody when Nobody did what Anybody could have done.

How To Make $1 Million In Your Small Business by Richard Wilson

There are hundreds of thousands of small business owners within the U.S. and millions around the world; they form a vibrant core to many national economies. However, a large portion of small businesses do not survive. According to the U.S. Small Business Administration, only about 31% of small businesses survive for at least seven years - never mind making it big.

Almost every small business would like to grow its revenues, but most are only working with teams of a few employees. While some marketing and growth tactics that work well for large corporations can be applied to small businesses, many cannot, and growing a new business from scratch is even more unique.

Read on to find out how to grow a small business and bring it to the big leagues.

1. Become a Thought Leader in Your Industry

Start a blog, give speeches, write articles or publish a book on your niche area of business. Become the expert that people seek out when they need a solution. If you market yourself enough you will be receiving warm phone calls from individuals wanting to buy from you instead of potentially cold calling on individuals who have no interest in your business. (For further reading, check out Small Business: It’s All About Relationships.)

This is the least expensive suggestion on how to grow your business - there are many places where you can start a blog for free. Invest one hour a day in learning about your market and writing about what you learn and within one year, you will have potential customers and joint venture partnerships approaching you. This strategy works for all types of niches, including dog training, hedge fund investing, copywriting, fundraising and physical therapy. Every niche has an online audience looking to learn more about the subject. Start feeding them with valuable content and they will start feeding your business with leads and marketing opportunities. This tip is provided first because this alone has helped hundreds of businesses grow to more than $1 million a year in revenue.

2. Create Passive Income Streams

Subscription-based models and membership programs sell a customer once and earn a profit every month as long as you keep those customers happy. An example of this is a website information portal selling a service provider directory listing. The website charges $99 a month and receives that payment every single month of the year as long as the website remains popular and relevant. Passive income models could incorporate a low monthly fee for on-demand customer service or maintenance, subscription access to exclusive coaching or a newsletter with interviews, book reviews and market analysis on your industry.

3. "Up Sell" Your Current Customers.

If you have a customer who loves your product, perhaps he or she would like a premium version of that same product, or a second one for a coworker or a family member. One of the easiest ways to quickly grow your business is to earn additional sales through your current customers.

4. Over-Deliver to Every Customer Whenever Possible

Word of mouth is the most powerful marketing tool that you can employ. Many large corporations spend millions of dollars on marketing only to pay their customer service personnel minimum wage. This is their area of vulnerability - your small business can create more personal relationships and provide better delivery and customer service than most of the large players in the industry.

5. Conduct a Best Practices Analysis

Analyze your top five competitors; everything from their websites, customer service, to product lines and prices. Take notes and write down 10 new ideas you could use from each of these competitors. If you do this once a year, not only will you keep up with your competitors as they innovate and evolve, but you will leapfrog over them as many others will not do this hard work, and the combination of new ideas will lead to new creative solutions for your customers.

6. Stay Focused

Your business is an investment; changing your environment by spending time with other motivated individuals can help you keep focused. Become a student of positive psychology, and clear your office and desk of distractions. If you get up early and start each day by studying your industry, your competitors and your top-level goals, you will work more efficiently and gain an edge on your competition.

7. Sell Your Products and Services Internationally

Choose one to three target markets outside of where you are currently operating and identify would-be competitors there. What do they charge? What products do they offer? Call or email these companies as time permits, and introduce yourself. Tell them you are doing research, as many will be happy to lend some advice or tips. In a worst-case scenario, you will find that there is no way to expand abroad, but you will probably come across another product idea or customer acquisition strategy by completing the research and seeing what the industry is like within other regions of the world.

8. $1 Million Is an Intimidating Number

Work toward $1 million a year in revenue backwards. If you want your business to earn $1 million a year, that means you must make $83,333 a month, or $20,833 a week, or $4,166 per business day. That is a lot of money to earn every business day, but what new products or services could you add now that could possibly earn that much within one to two years? Think in terms of leverage, developing systems and residual passive income streams. Every minute of time you spend should be seen as an investment.

9. Acquire Businesses

Who are your competitors? How are they doing business-wise? Are they about to retire? Most businesses sell for two to five times their annual earnings or profits, and many parties who are interested in selling end up simply closing shop after not finding an interested buyer. Many times, you may be able to pick up a business that, when combined with a business you already own, could pay for itself within 12-18 months. This is one of the most expensive but quickest ways of reaching $1 million a year in sales.

10. Experiment

Many business owners find that it is only through listening to customers and/or trying to offer a dozen business services or products that they finally find one that really resonates with their target market and takes off in terms of sales. Each experiment that you try will teach you something about your business and customers. Many of the largest, most successful companies have market-tested thousands of products to develop their portfolios of one- to two-dozen existing product offerings. Hard work creates luck and if you experiment long enough, you will find something that sticks.

Conclusion

This list is not exhaustive, but it should help create some momentum and spur creative thinking on how to grow your business. While it is true that some of these tips may be applied more readily to some businesses than others, those that appear most foreign to your industry could be most valuable as it is less likely that one of your competitors has used them.

Inspiration Is Not Action by Stuart Tan

In a recent seminar, someone came up to me and told me how inspired she was about the event, and that she was impressed at how she could stay awake compared with other seminars she had attended where other trainers were not as compelling.

You have to realize how awkward it must have been for me. On the one hand, this lady has learnt something, but she hasn’t really learnt much. The only measure for success in her life is that she doesn’t fall asleep in the classroom. While I honestly feel flattered, I think that the trainer has far less bearing on the success of a student.

If you analyze the situation properly, a trainer spends between 2-4 days in an average person’s life in a year. That leaves about 361 days for a person to be totally alone by oneself. That’s time spent at 98.9% away from the trainer. Sure, the trainer may have good qualities you would like to model, but the trainer is never in charge of your everyday living.

After running a training program, I find that the best thing people can do is to keep focusing on their goals and be more aware of their direction in life. This requires not just a seminar, but a range of other things such as:

•Life Builder Groups. To learn more about LBGs, you’ll need to attend our Patterns Of Excellence program, where we show you how the power of teams can make a difference in your everyday life. LBGs are great to build and maintain a culture as an organization. Without a structure, LBGs are likely to fail, relying only on dogma and personality to run the show. It’s important to build a culture of commitment and organize this properly so that it is a culture for life.

•Coaching. Contrary to what a lot of people think, coaching does not help you achieve a goal. You have got to achieve the goal yourself. Coaching is a way to open yourself up to resourcefulness in the achievement of your goals. It is also a way to remain accountable to your results. Probably the hardest question to ask is if you are honest with yourself while undergoing coaching. A lot of the time, ego forms a barrier and a good coach is able to break those down and confront the real issue.

This allows you to focus on what direction you want to take. No matter how inspired you feel after a seminar, you really need to use this to take action on the things you want to achieve.

ACTion Planning

You would agree with me when I say that our emotions drive a lot of our actions. The question is where do those emotions come from? See, if you are motivated, it probably means that you have a significant set of needs and desires. You want to look good? That will drive a set of actions. You got hungry? Same thing.

It’s not really rocket science, but I think action planning requires much more than just setting a goal. It means you need to align your needs and emotions toward the attainment of short-term and long-term goals.

Step #1: Create a vision of the future.

You need to be able to project and see into the future, dreaming up your ideal situation.

Step #2: Identify the reasons why you would like to be able to do this.

The “why” is very important. In most cases, you should ask several “whys” to reach depth of the reason. Let’s say you want to buy a new house. Of course the most simple reason for it is to have a roof over your head. But why do you want that? Maybe a deeper reason is that you want to provide a safe and secure environment for your children and family to grow closer. Now that might be a deep enough reason to drive you.

Step #3: Create Daily Rituals

Did you know that having lots of choices creates a lack of action? That’s the main reason why it is important to cut down everything to one choice if that is a must for you. Instead of taking two or three things at the same time, cut out all bridges that allow you to go elsewhere. Make sure you finish them and complete your cycle and turn it into a ritual every single day. If it’s exercise, do it every day like a ritual, just like breakfast, lunch and dinner (unfortunately some people don’t even do these as a ritual).

Step #4: Make it as natural as you can.

When you do something often and create a habitual cycle, it’s going to make you more focused on what you need to do because you took that for granted. Unfortunately, many people believe in waiting for the feeling to do something. You can’t afford the luxury of that time. You have got to do it as though it were a part and parcel of your everyday life, that if you don’t do it, you will feel extremely uneasy. Make it a “you” thing.

Step #5: Keep track of your successes while propelling yourself to the future.

All successes eventually become a thing of the past. However, you can use this to solidify the belief that you can get things done. Collect your trophies not for display, but for encouragement. If you’ve done it before, you know you can do it again. Then, focus on what you have to do next.

Dreaming Big For God by Yong Yung Shin

Owner of Mount Hermon Christian Books & Gifts, Victoria Violet Yeo’s life is a powerful testimony of God’s faithfulness.

When her husband passed away in 1985, Victoria Violet Yeo was catapulted into the daunting position of family breadwinner, with a baby daughter to support. An opportune job offer at a Christian bookstore, however, led her down a path of blessings—not just for herself but many others.

Spurred to start her own business so that she would have the flexibility to look after her daughter Andrea, Yeo founded Mount Zion Christian Books & Gifts Centre in 1986. It was anything but easy-going, being a highly niche industry which was already populated with big players. After two years, Yeo was ready to throw in the towel.

“I remember crying out to God, ‘Lord, if it is really You who has called me to this bookstore and gift ministry, I need to hear from You’,” she says. She also feared that closing down her business would be a negative testimony to her family members who were unbelievers. The coming Sunday morning at church, the speaker unexpectedly gave an altar call for those facing business problems. Yeo ran forward with tears streaming down her face. On the way home, with her daughter in her arms, she heard a voice saying to her, “Read and meditate on Psalms 1 day and night—from now on I will bless you.’ That word has sustained me till today.”

The next day at work, an American couple Yeo had never met walked into her store and said to her, “Daughter, God has heard you. Meditate on Psalms 1—the Lord is going to bless you.”

True enough, her business prospered. When the shop relocated to Raffles Place, business boomed, expanding to five branches in 15 years.

At that time, Yeo was also actively serving as a leader at a local church and making frequent mission trips to Indonesia to minister to a church called Elim Kairos Church, in the mountainous area of Berstagi. During her trips there, she experienced many demonic attacks while staying at a run-down visitors’ inn. She dreamed about building a proper facility, and in 1998, with the financial abundance she enjoyed from her business, Yeo bought a piece of land and built the Mount Hermon Mission Centre, a 90-minute drive from Medan airport.

Besides accommodating traveling pastors and mission workers, and serving as a rental facility for international seminars and retreats, the center also doubled up as a venue of worship and service for Elim Kairos Church. Through the use of the center, the church was able to grow its membership to 700, and it has since moved into its own building.

But life took a turn in 2001 for Yeo. She decided to sell her Mount Zion business in order to relocate to the USA with her daughter who was pursuing her university degree there.

For the seven years that they were in America, Yeo faced a great number of setbacks: she was cheated of a large sum of money while trying to set up and run another Christian bookstore called Mount Hermon, her daughter was rebelling against her, the expiry of her visa was looming up, and financial pressure was climbing. But God delivered her from trouble after trouble. Through a miraculous chain of events, she was granted the green card (the United States Permanent Resident Card) after just three years of being in the United States (the minimum is five years’ residency). Her daughter returned to her, and even her USD14,000 tuition debt was paid for by a “Good Samaritan” at the 11th hour.

But Yeo says the real turning point came in 2008, when mother and daughter attended an event in which senior pastor Kong Hee was preaching. Moved by the message, they decided that it was time to return to their roots in Singapore.

Yeo made the decision to drive her business Mount Hermon at YMCA Lodge at Fort Canning Road. “Though it is not a prominent location, the Lord has sustained us and saw us through the business, as the YWCA housed many church seminars and retreats.”

She adds, “I really thank Pastor Kong for speaking about the importance of having dreams at the beginning of this year. My dream is to be able to open up more Mount Hermon branches—that would support 30 missionary workers by allowing them to work part-time at the shop and take months off to do mission work overseas.” Currently the business has four mission workers on its staff, and Yeo is opening a second branch at West Coast Plaza.

Yeo’s heart for missions brought her back to Berstagi a few times this year. Just last month, she was asked to speak to a group of kindergarten teachers. As she ended her sharing, she discovered that among her audience was the Berstagi Head of the Ministry of Education. “He said to me afterward, ‘Victoria, thank you for your message. Please come again.’” The next day, she was invited to give an impromptu speech at the SMA Negeri 1 Berastagia, the top Junior High school in the area.

“I quickly got my daughter to send me some of Pastor Kong’s sermons on dreams, and after my 10-minute sharing in front of 800 students, the Principal came up to me and said that he had never seen the students so lively. He said, ‘Please help us raise the standard of our school. You can even paint the school walls whatever color you want.’” It was then that Yeo was reminded of a dream she had three years ago, of the Lord giving her seven schools.

Now, Yeo is hoping to gather aid, resources and manpower to help revamp the school facilities and give its curriculum a boost. “Looking back now, I can see that the Lord intended for Mount Zion to be a source of provision for me and my daughter during trying times, but with Mount Hermon, I dream that God will use it to be a blessing to many nations in time to come.”

Mount Hermon Christian Books & Gifts
6 Fort Canning Road #01-01, YWCA Lodge
Singapore 179494
www.mounthermon.com.sg

5 Secrets of Self-Made Millionaires by Kristyn Kusek Lewis

They’re just like you. But with lots of money.

When you think “millionaire,” what image comes to mind? For many of us, it’s a flashy Wall Street banker type who flies a private jet, collects cars and lives the kind of decadent lifestyle that would make Donald Trump proud.

But many modern millionaires live in middle-class neighborhoods, work full-time and shop in discount stores like the rest of us. What motivates them isn’t material possessions but the choices that money can bring: “For the rich, it’s not about getting more stuff. It’s about having the freedom to make almost any decision you want,” says T. Harv Eker, author of Secrets of the Millionaire Mind. Wealth means you can send your child to any school or quit a job you don’t like.
According to the Spectrem Wealth Study, an annual survey of America’s wealthy, there are more people living the good life than ever before—the number of millionaires nearly doubled in the last decade. And the rich are getting richer. To make it onto the Forbes 400 list of the richest Americans, a mere billionaire no longer makes the cut. This year you needed a net worth of at least $1.3 billion.

If more people are getting richer than ever, why shouldn’t you be one of them? Here, five people who have at least a million dollars in liquid assets share the secrets that helped them get there.

1. Set your sights on where you’re going
Twenty years ago, Jeff Harris hardly seemed on the road to wealth. He was a college dropout who struggled to support his wife, DeAnn, and three kids, working as a grocery store clerk and at a junkyard where he melted scrap metal alongside convicts. “At times we were so broke that we washed our clothes in the bathtub because we couldn’t afford the Laundromat.” Now he’s a 49-year-old investment advisor and multimillionaire in York, South Carolina.

There was one big reason Jeff pulled ahead of the pack: He always knew he’d be rich. The reality is that 80 percent of Americans worth at least $5 million grew up in middle-class or lesser households, just like Jeff.

Wanting to be wealthy is a crucial first step. Says Eker, “The biggest obstacle to wealth is fear. People are afraid to think big, but if you think small, you’ll only achieve small things.”

It all started for Jeff when he met a stockbroker at a Christmas party. “Talking to him, it felt like discovering fire,” he says. “I started reading books about investing during my breaks at the grocery store, and I began putting $25 a month in a mutual fund.” Next he taught a class at a local community college on investing. His students became his first clients, which led to his investment practice. “There were lots of struggles,” says Jeff, “but what got me through it was believing with all my heart that I would succeed.”

2. Educate yourself
When Steve Maxwell graduated from college, he had an engineering degree and a high-tech job—but he couldn’t balance his checkbook. “I took one finance class in college but dropped it to go on a ski trip,” says the 45-year-old father of three, who lives in Windsor, Colorado. “I actually had to go to my bank and ask them to teach me how to read my statement.”

One of the biggest obstacles to making money is not understanding it: Thousands of us avoid investing because we just don’t get it. But to make money, you must be financially literate. “It bothered me that I didn’t understand this stuff,” says Steve, “so I read books and magazines about money management and investing, and I asked every financial whiz I knew to explain things to me.”

He and his wife started applying the lessons: They made a point to live below their means. They never bought on impulse, always negotiated better deals (on their cars, cable bills, furniture) and stayed in their home long after they could afford a more expensive one. They also put 20 percent of their annual salary into investments.

Within ten years, they were millionaires, and people were coming to Steve for advice. “Someone would say, ‘I need to refinance my house—what should I do?’ A lot of times, I wouldn’t know the answer, but I’d go find it and learn something in the process,” he says.

In 2003, Steve quit his job to become part owner of a company that holds personal finance seminars for employees of corporations like Wal-Mart. He also started going to real estate investment seminars, and it’s paid off: He now owns $30 million worth of investment properties, including apartment complexes, a shopping mall and a quarry.

“I was an engineer who never thought this life was possible, but all it truly takes is a little self-education,” says Steve. “You can do anything once you understand the basics.”

3. Passion pays off
In 1995, Jill Blashack Strahan and her husband were barely making ends meet. Like so many of us, Jill was eager to discover her purpose, so she splurged on a session with a life coach. “When I told her my goal was to make $30,000 a year, she said I was setting the bar too low. I needed to focus on my passion, not on the paycheck.”

Jill, who lives with her son in Alexandria, Minnesota, owned a gift basket company and earned just $15,000 a year. She noticed when she let potential buyers taste the food items, the baskets sold like crazy. Jill thought, Why not sell the food directly to customers in a fun setting?

With $6,000 in savings, a bank loan and a friend’s investment, Jill started packaging gourmet foods in a backyard shed and selling them at taste-testing parties. It wasn’t easy. “I remember sitting outside one day, thinking we were three months behind on our house payment, I had two employees I couldn’t pay, and I ought to get a real job. But then I thought, No, this is your dream. Recommit and get to work.”

She stuck with it, even after her husband died three years later. “I live by the law of abundance, meaning that even when there are challenges in life, I look for the win-win,” she says.

The positive attitude worked: Jill’s backyard company, Tastefully Simple, is now a direct-sales business, with $120 million in sales last year. And Jill was named one of the top 25 female business owners in North America by Fast Company magazine.

According to research by Thomas J. Stanley, author of The Millionaire Mind, over 80 percent of millionaires say they never would have been successful if their vocation wasn’t something they cared about.

4. Grow your money
Most of us know the never-ending cycle of living paycheck to paycheck. “The fastest way to get out of that pattern is to make extra money for the specific purpose of reinvesting in yourself,” says Loral Langemeier, author of The Millionaire Maker. In other words, earmark some money for the sole purpose of investing it in a place where it will grow dramatically—like a business or real estate.

There are endless ways to make extra money for investing—you just have to be willing to do the work. “Everyone has a marketable skill,” says Langemeier. “When I started out, I had a tutoring business, seeing clients in the morning before work and on my lunch break.”

A little moonlighting cash really can grow into a million. Twenty-five years ago, Rick Sikorski dreamed of owning a personal training business. “I rented a tiny studio where I charged $15 an hour,” he says. When money started trickling in, he squirreled it away instead of spending it, putting it all back into the business. Rick’s 400-square-foot studio is now Fitness Together, a franchise based in Highlands Ranch, Colorado, with more than 360 locations worldwide. And he’s worth over $40 million.

When extra money rolls in, it’s easy to think, Now I can buy that new TV. But if you want to get rich, you need to pay yourself first, by putting money where it will work hard for you—whether that’s in your retirement fund, a side business or investments like real estate.

5. No guts, no glory
Last summer, Dave Lindahl footed the bill for 18 relatives at a fancy mansion in the Adirondacks. One night, his dad looked out at the scenery and joked, “I can’t believe we used to call you the black sheep!”

At 29, Dave was broke, living in a small apartment near Boston and wondering what to do after ten years in a local rock band. “I looked around and thought, If I don’t do something, I’ll be stuck here forever.”

He started a landscape company, buying his equipment on credit. When business literally froze over that winter, a banker friend asked if he’d like to renovate a foreclosed home. “I’m a terrible carpenter, but I needed the money, so I went to some free seminars at Home Depot and figured it out as I went,” he says.

After a few more renovations, it occurred to him: Why not buy the homes and sell them for profit? He took a risk and bought his first property. Using the proceeds, he bought another, and another. Twelve years later, he owns apartment buildings, worth $143 million, in eight states.

The Biggest Secret? Stop spending.
Every millionaire we spoke to has one thing in common: Not a single one spends needlessly. Real estate investor Dave Lindahl drives a Ford Explorer and says his middle-class neighbors would be shocked to learn how much he’s worth. Fitness mogul Rick Sikorski can’t fathom why anyone would buy bottled water. Steve Maxwell, the finance teacher, looked at a $1.5 million home but decided to buy one for half the price because “a house with double the cost wouldn’t give me double the enjoyment.”

Zig Ziglar Will See You At the Top! by Jeff Widmer

In late 1991 I drove to Philadelphia to see a tag-team match of motivational speakers, Zig Ziglar and Brian Tracy. From a scrappy optimist selling cookware to a household name in sales, Zig was the dean of motivators, in the same league as Dr. Norman Vincent Peale when it came to applying spiritual principles to business. And for people interested in building a positive attitude as well as a career, Tracy wasn’t far behind.

I was excited because I’d landed an interview with both Ziglar and Tracy just before their appearances. At the time I was writing a nationally syndicated column for newspapers owned by the publisher of The Wall Street Journal. I’d listened to recordings Ziglar had made about the sales process and marveled at his mix of confidence, self-deprecation and home-spun truisms. He never lectured; he illustrated. And those stories, drawn from a poor childhood in the South, brought comfort as well as knowledge to the listener.

For those who aren’t immediately familiar with the human potential movement, Ziglar inspires people in and out of sales because he’s living proof that hard work and a tough attitude deliver results. The tenth of twelve children, he was born in Alabama and raised in Mississippi by his mother after his father died. In 1944 Ziglar met his wife, Jean, a woman he affectionately calls The Redhead. In 1970 he went into the business of motivational speaking full-time. Some time after that he founded the training company Ziglar, Inc., near Plano, Texas.

He has written twenty-nine books on personal growth, leadership, sales, faith, family and success, including See You at the Top, Raising Positive Kids in a Negative World and Secrets of Closing the Sale. Ten of those titles have hit the best-seller lists.

Despite my appreciation of his work, I had one small problem with the interview. As a journalist, I felt slightly uncomfortable when Zig would close his programs with “I’ll see you at the top.” It sounded more like a tagline designed by marketers than a sincere wish from a very sincere man. But I felt certain we’d find dozens of positive things to discuss.

As luck would have it, I left the newspaper group before writing the columns on Ziglar and Tracy. Nineteen years later, in reviewing the transcription of the tapes, I found the questions I’d asked weren’t very inspiring but the responses were. Over a bowl of spaghetti and meatballs in his hotel room, Zig talked about everything from U.S. history to the influence of television to Biblical values with a passion that belied his good-old-boy image.

When it was time for him to take the stage, he walked me to the door, shook my hand with a firm grip and delivered a line that sent chills down my spine. Looking me straight in the eyes he said, “And I’ll see you at the top.”

I believe him.

JW: You were born in Alabama in 1926 and raised in Yazoo City. Your mother came out one day after you had sown seeds in the garden and made you do the whole thing over again.

ZZ: Yeah. Hoeing the beans. We had milk cows and a big garden right there in town.

JW: You got a lot of fundamental values from your mom.

ZZ: Very much so.

JW: I imagine it was a pretty Spartan existence.

ZZ: We never thought of ourselves as poor because nobody else had anything either. If you had a roof over your head and something to eat and something to wear, you were rich.

JW: I’m reminded of a continuing theme in your work, that if you help enough people get what they want, you too will get what you want.

ZZ: That comes as a result of the old principles that my mother raised us on, which were Biblical principles—you do what’s right, you tell the truth, you work hard, you treat other people like you want to be treated, your word is your bond. That whole scenario was played many, many times to us when we were children.

JW: You used to sell cookware door to door. That strikes me as being a very difficult way to earn a living, but I sense you learned some valuable lessons, such as how to deal with rejection and adversity.

ZZ: There were two or three things, had I known this from the very beginning, that would have made it a lot easier, so I’m teaching people this now, which makes it easier for them. You have to understand that when people say “no” that’s not a personal rejection, it’s a business refusal. I try to remove the personal feeling from it. I have a close friend who is really my mentor, a brilliant man; his name is Fred Smith, and he’s a retired business executive, served on the board of Mobil Oil. He taught salespeople that when that happens, you treat it as an experiment and not an experience.

JW: You don’t extrapolate and say, “Everybody’s that way.”

ZZ: Oh gracious no. In other words, I don’t feel that person was rude to me but was part of an experiment.

JW: And this is a way of detaching yourself.

ZZ: That’s correct. That’s correct. And your image is intact and you go and make the next call.

JW: Did you ever have a worst day in your life?

ZZ: I’ve gotten into some awfully close scrapes financially and I relate to being extremely broke, wondering how I’m going to pay my rent, how I’m going to make my car payment, how we’re going to eat. When my oldest daughter was born [in 1948], the hospital bill was $64, and we didn’t have $64.

JW: What were you doing at the time?

ZZ: Selling cookware. I had to go out and make two sales to get enough money to get my wife and daughter out of the hospital. That’s pressure selling.

JW: And how about your best day?

ZZ: I still vividly remember the most exciting day as a salesman. I was in the cookware business. We were living in Columbia, South Carolina. We were extremely broke, very much in debt. On this particular night I had eight couples at a demonstration and I sold all eight of them. The total was $1,995 and all of the sales were for cash with the exception of one $200 sale. So when I got home that evening we set it down on the bed and counted that money about seventeen times and stacked it every different way you can stack money and just laughed and cut up and had a good time. We were going to be able to pay some bills that badly needed paying.

JW: You talk about being dirt poor, going meal to meal. What were you saying to yourself during those times?

ZZ: I wasn’t really saying a whole lot to myself. You’ve got to understand that I’d been raised that when you make a commitment and accept a responsibility, you never consider escaping that responsibility. I had a wife, I had a family; they were my responsibility. So everything was geared first to survival and then to providing the family the other things that all families need.

JW: You’ve met the material definition of success. But what’s your personal definition of success?

ZZ: Our company’s mission statement is to be the difference-maker in enough lives to make a positive difference in America and the world. Now that sounds pretty grandiose but we’ve been very fortunate in that we have been able to reach an awful lot of people and we’re developing a couple of significant new programs that we believe will enable us to expedite that.

JW: Can you talk a little about those programs?

ZZ: You can trace every problem in our society, whether it’s crime or drugs or the dissolution of the family or our national debt . . . you can trace all of them directly to a lack of leadership in this country.

JW: Government or business leadership?

ZZ: Everybody in leadership. Leadership in the family, that’s the beginning point. Leadership in the schools, leadership in our government, leadership in the media. I think we have to go back to the ‘70s to move ahead in the ‘90s.

JW: The 1970s?

ZZ: I’m talking about the 1770s. If you get your history book out, you’ll read that three million Americans in 1776 produced George Washington, John Adams, Thomas Jefferson, Benjamin Franklin, Alexander Hamilton, James Monroe, etc., etc., etc. According to the Thomas Jefferson Research Institute, over ninety percent of all the educational thrust then was of a religious or a moral nature. Now those people were not religious. But what they did was they taught Biblical principles. By 1951 the percentage was so small you couldn’t measure it. We’ve taken God completely out of every facet of what we do, and we’re paying for it.
The average 18-year-old American watches 17,000 hours of television. He’s listened to 11,000 hours of music, watched 2,000 hours of MTV and the movies. That’s 30,000 hours. Now in 30,000 hours you can finish kindergarten, grade school, middle school, high school, college, medical school and serve an internship. I’m not opposed to us having some relaxation and entertainment—I’m going to play golf tomorrow. But in 30,000 hours we’ve taught our kids to play not to work. We have to go back to teaching our kids that there is a direct relationship between effort and reward. Society is our major problem but it really goes right back to the home.

JW: I’d like to talk a little about why it is so important that we have goals.

ZZ: Every human being I’ve ever talked to that has set and followed goals tells me that they absolutely work.

JW: When you were selling cookware and things didn’t look as nice as they do now, did you have goals?

ZZ: You betcha. My goal primarily was to make four demonstrations a day. That was one. Another would be to be the number-one salesman in our group that week.

JW: What does goal-setting give a person?

ZZ: It gives them a sense of direction.

JW: I’m looking at the time and know you’re going to have to scoot soon. . . . If you could have dinner with anybody in the world, who would it be?

ZZ: Obviously I’d pick that redheaded wife of mine.

Life is What You Make It: Find Your Own Path to Fulfillment, by Peter Buffett

Warren won't be the only Buffett putting on a show this weekend at the annual Berkshire Hathaway shareholders meeting in Omaha.

Peter, his youngest son and an accomplished musician and devoted campaigner against violence targeting women, will perform “Life Is What You Make It: A Concert and Conversation with Peter Buffett,” tomorrow, Friday April 30 at 7:30 PM CT in the Witherspoon Auditorium of Omaha's Joslyn Art Museum.

Ticket benefit the Kent Bellows Studio and Center for Visual Arts, and are available online.

The title of Peter's performance is also the title of his just-released book, Life is What You Make It: Find Your Own Path to Fulfillment.

With the permission of the publisher, here is an excerpt from the book, in which Peter explains why he has no regrets about his decision years ago to sell inherited Berkshire Hathaway stock that would be worth $72 million today:


One of my father's often-quoted tenets is that a parent, if he has the means to do so, should give his children "enough to do anything, but not enough to do nothing." A head start is fine; a free pass is often a crippling disservice. When I turned 19, I received my inheritance—proceeds from the sale of a farm, which my father converted into Berkshire Hathaway stock. At the time I received them, the shares were worth roughly $90,000. It was understood that I should expect nothing more.

So—what to do with the money? I was a student at Stanford University; there were no strings attached. Fortunately, I'd had the advantage of seeing my older siblings burn through most of their cash; I didn't want to follow down that path. At the other extreme, I might have done absolutely nothing with that stock—just left it in an account and forgotten about it. If I'd picked that option, my shares would now be worth around $72 million. But I didn't make that choice, and I don't regret it for a second. People think I'm either lying or crazy when I say this, but it happens to be true, because I used my nest egg to buy something more valuable than money: I used it to buy time.

My inheritance came to me around the time I was finally committing to the pursuit of a career in music. As a pragmatic Midwesterner with a very limited nest egg, I knew that I would have to find a way to turn my creative impulses into a livelihood. But how did one do that? How would I find an audience, or clients, or a way to sell what I'd written and produced? I didn't have a clue, but it was becoming clear to me that I wasn't going to figure it out by staying in a university.

I decided to leave Stanford and use my inheritance to buy the time it would take to figure out if I could make a go of it in music.

With help from my father, I worked out a budget that would allow me to conserve my capital as long as possible. I moved to San Francisco, where I lived very frugally—small apartment, funky car. My sole extravagance was in expanding my recording equipment. I played the piano, wrote tunes, experimented with electronic sounds. Then I put a classified ad in the San Francisco Chronicle, offering to record all comers in my studio.

And I waited until a very important bit of good luck tracked me down one day in 1981, as I stood at a San Francisco curbside washing my crummy old car. A neighbor with whom I'd had nothing more than a nodding acquaintance happened by and asked what I did for a living. When I told him I was a struggling composer, he suggested I get in touch with his son-in-law, an animator who was always in need of music. I followed up, and the son-in-law did have work for me. He'd been commissioned to create 10-second "intersticials"—quick ads meant to flash a logo and establish a brand ID for a newly conceived cable channel.

I took the work. And the cable channel more than launched; it rocketed to the moon. It was called MTV. Soon many TV outlets wanted to look and sound like MTV. I no longer had to take on unpaid work.

My inheritance was relatively modest, but it was more than most young people receive to get a start in life. Having that money was a privilege, a gift I had not earned. If I'd faced the necessity of making a living from day one, I would not have been able to follow the path I chose.

Would my father have helped me get started if I'd chosen a career on Wall Street? I'm sure he would have. Would he have given me a job at Berkshire Hathaway if I'd asked for one? I suppose so. But in either of those cases, the onus would have been on me to demonstrate that I felt a true vocation for those fields, rather than simply taking the course of least resistance. My father would not have served as an enabler of my taking the easy way out. That would not have been an exercise of privilege, but of diminishment.

The Ant Philosophy by Jim Rohn

Over the years, I’ve been teaching kids about a simple but powerful concept: the Ant Philosophy. I think everybody should study ants. They have an amazing four-part philosophy.

Here is the first part: Ants never quit. That’s a good philosophy. If they’re headed somewhere and you try to stop them, they’ll look for another way. They’ll climb over. They’ll climb under. They’ll climb around. They keep looking for another way. What a neat philosophy—to never quit looking for a way to get where you’re supposed to go.

Second, ants think winter all summer. That’s an important perspective. You can’t be so naive as to think summer will last forever. So ants gather their winter food in the middle of summer.

An ancient story says, “Don’t build your house on the sand in the summer.” Why do we need that advice? Because it is important to think ahead. In the summer, you’ve got to think storm. You’ve got to think rocks as you enjoy the sand and sun.

The third part of the Ant Philosophy is that ants think summer all winter. That is so important. During the winter, ants remind themselves, “This won’t last long; we’ll soon be out of here.” And the first warm day, the ants are out. If it turns cold again, they’ll dive back down, but then they come out the first warm day. They can’t wait to get out.

And here’s the last part of the ant philosophy. How much will an ant gather during the summer to prepare for the winter? All he possibly can. What an incredible philosophy, the “all-you-possibly-can” philosophy.

Wow, what a great philosophy to have—the ant philosophy. Never give up, look ahead, stay positive and do all you can.

The Call of God, by Kong Hee

So David went to Baal Perazim, and David defeated them there; and he said, “The LORD has broken through my enemies before me, like a breakthrough of water.” Therefore he called the name of that place Baal Perazim. 2 Samuel 5:20

Every one of us has a call of God for our lives. You are called by God to do something specific for Him. There is no useless person in life and you should not be drifting through life without a sense of destiny or purpose. From David’s experience in 2 Samuel 5, you can learn five important lessons about discerning God’s calling for you:

(1) What word or rhema have you received from the Lord? That word will be a good indicator of your calling in life. David had a word from heaven that he shall be the shepherd and ruler of Israel (5:1-2). Faith comes by hearing that rhema. Without that rhema revelation, you won’t have the faith to obey.

(2) What are you gifted and anointed with? David was anointed three times in his life: by the prophet Samuel, by the men of Judah, and by the elders of Israel (5:3). An anointing is an impartation of ability by the Holy Spirit. God never wastes His anointing. What He has gifted and anointed you with is often indicative of your calling.

(3) What does other trusted leadership see in you? The reason elders chose him was because the gifting and ability of kingship in David were already clearly evident to all (5:3). God works through spiritual protocol. A calling upon your life should be evident to the mature, spiritual leadership God has surrounded you with. Let them confi rm your calling.

(4) How are your enemies opposing you? If you are not walking in your calling, you will never be a threat to Satan. But the moment you step into your destiny, you can be sure he is not going take things lying down. He will be very agitated and start hindering you (5:3). Sometimes, an unprovoked attack could be an indication that you are walking in your calling.

(5) What breakthrough has God provided you with? When David went to the Valley of Rephaim, God provided a way for him to attain resounding victory over his enemies. He renamed that valley Baal Perazim, which means “Master of Breakthroughs”(5:20). God often speaks to us through an open door. When you receive a breakthrough in an impossible situation, it is a good sign that God wants you to walk through it. That is your calling from the Lord.

We Need Two School Systems by Robert Kiyosaki

Education in America could use a big dose of innovation. How about one public school system for employees, and another for entrepreneurs?

In the summer of 1932, presidential candidate Franklin Delano Roosevelt promised, "I pledge you, I pledge myself, to a new deal for the American people."

Today, it is time not for a "New Deal," but a "New Mission."

America's schools need to take a page from the businesses that have been created by entrepreneurs over the past decades. Henry Ford, Bill Gates, Steve Jobs, Sergey Brin and Larry Page have all given us the road map, but the path toward entrepreneurship is often the road less traveled America's schools.

The U.S. unemployment rate is currently 9.7% in what many call a "jobless recovery." So what should we do? The problem and the solution can be found in America's educational system and its current mantra: "Go to school and get good grades, so you can get a good high-paying job." In simpler terms that means, "Go to school to become a good employee." But there are too many employees, which is why we have an unemployment problem. Today, kids just out of school aren't finding jobs. At the same time, many of their parents are going back to school for retraining. But they're not finding jobs, either.

The idea of a high-paying job for life is truly an American dream — but no longer a reality. With low-priced labor and lower-priced, higher-performance technology, high-paying American jobs will be disappearing at greater speed as they move overseas.

Two-track system

America's education system needs an injection of innovation — which is just what entrepreneurs do. We need two different public school programs: one for employees and one for entrepreneurs.
The way to train entrepreneurs is almost exactly the opposite of the methods used to train employees. Another common thread about Ford, Gates and Jobs is that they all dropped out of school. This is not to say education is not important, but training entrepreneurs is different from training people to be employees. It is much like the difference between traditional education and the military academy model.

Many of the lessons I drew upon to write my book, Rich Dad, come from the U.S. military academy system.

In 1965, I left a sleepy sugar plantation town of Hilo, Hawaii, and journeyed to Kings Point, N.Y., to attend the U.S. Merchant Marine Academy. With four years at the academy and six years as a Marine Corps pilot, including two trips to Vietnam, I gained many of the real-life skills and character traits I count on today as an entrepreneur.

Success in the military is a great bellwether signaling achievement in business. For example, the Israeli Defense Forces are a breeding ground for education and entrepreneurs, where many serve in units specializing in military technology. At the beginning of 2009, the 63 Israeli companies listed on the Nasdaq, many led by former IDF members, outnumbered those of any other foreign country, according to the book Start-up Nation by Dan Senor and Saul Singer. There are simple lessons here for America's gridlocked education system.

If I were running America's schools system, I would create the U.S. Business Academy for Entrepreneurs, modeled after our federal military academies. Admissions would be via congressional appointment along with nominations from community business leaders. The entrance exams would be rigorous; the curriculum would be very different from traditional colleges.

On first day at any of the five federal military academies, each student is required to memorize the academy's mission. In the military, mission is more important than life. After leaving the Marine Corps and starting my own business, I found many executives with MBA degrees focused only on money. Money was their only mission. If they could cut expenses by firing employees, so be it. This was unconscionable at the academy and the Marine Corps. As military officers, our mission was to serve our country and bring our troops home alive. It was drummed into our souls that our mission was more important than our lives.

The mission of the U.S. Academy for Entrepreneurs would be to create sustainable, well-paying jobs for employees by aggressive growth of the business. Too many executives are trained to grow the business through mergers and acquisitions, using massive amounts of debt. Though this might make shareholders happy, in most cases it rips the soul out of the business, loading it with debt while putting the jobs of employees at risk.

Creating real jobs

If corporate executives cannot grow a business organically, they will often repurchase their shares to make it look as if the share price is going up — again to keep shareholders happy and the CEO employed. This is business manipulation, and not the true mission of a sustainable business. The lesson learned is, a loyal employee is not as important as money.

The U.S. Business Academy for Entrepreneurs would have only real entrepreneurs as teachers. I would ask that they work for only $1 a year (think of the great entrepreneurial CEOs who have turned around their businesses doing the same). You see, if they were real entrepreneurs, they would not need the money. They would teach for the same reason the students are there: the mission to create entrepreneurs who create sustainable jobs for the country.

Whether you agree with me or not, I hope it's clear that we need to create more entrepreneurs — since only entrepreneurs can create real jobs.

We need to pledge ourselves to this New Mission: job creation by those who are true job creators