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Foreword | p. xiii |
Introduction: Living by the Seat of My Pants: A Journey from Clueless to Cashing In | p. xv |
Setting Up Shop: What Every Budding Entrepreneur Needs to Know | p. 1 |
Make Up Your Mind: Uncommon Factors to Consider Before Quitting Your Day Job | p. 5 |
Research the Market: Analyzing the Data to Determine Your Niche | p. 10 |
Write the Business Plan: Building Your Blueprint for Success | p. 13 |
Find Funding: Raising Capital Without Relinquishing Control | p. 18 |
Position Yourself: Nailing Your Name, Location, and Differentiation | p. 23 |
Line Up Your Legal Ducks: Protecting Your Business Interests | p. 30 |
Build a Strong Board: Getting Help, Not Headaches, from Outside Advisers | p. 43 |
Pouring the Foundation: Laying In Your Mission, Vision, and Values | p. 53 |
Mission Critical: Embodying Your Mission Statement | p. 57 |
Vision Check: Composing Your Vision Statement | p. 62 |
Champion Core Values: The Link Between Character and Higher Profits | p. 64 |
Accountable Ethics: The Four Pillars of Ethical Leadership | p. 71 |
Snatching Up Stars: Embracing Your Hire Power | p. 79 |
Talent Scouting: Finding the Best People | p. 81 |
Interview Essentials: Stripping the Guesswork Out of Hiring | p. 86 |
Labor Legalities: The Dos and Don'ts of Employment Law | p. 95 |
Hit the Ground Running: Welcoming New Hires | p. 102 |
Growing the Culture: Seeding an Enlightened Environment | p. 107 |
The Camaraderie Credo: Developing Team Spirit | p. 109 |
Lead the Charge: The Twenty-one Laws of Cultural Leadership | p. 112 |
Honor Thy Employee: Putting People First Produces Higher Profits | p. 125 |
HR Solutions: Shifting Focus from Paperwork to Partnership | p. 129 |
Fun, Friendly, and Flexible: Loosening Up Keeps Grumbling Down | p. 132 |
Workplace Wellness: Nurturing Healthy and Productive Employees | p. 136 |
Get Personal: The Rules of Engagement | p. 139 |
Building a Systems-Disciplined Organization: Crafting Pitch-Perfect Processes | p. 147 |
Strategic Planning: Drawing Up Tomorrow's Road Map | p. 151 |
Execution Is Everything: Ensuring It's Done Right | p. 159 |
Resolve Roadblocks: Helping Individuals and Groups Solve Problems | p. 161 |
Add Muscle to Meetings: How to Run Tight, Productive Meetings | p. 165 |
The Best Never Rest: Continuous Systems Improvement | p. 170 |
Communicating Clearly: Sending Static-Free Signals | p. 173 |
Listen Up: Practicing Active Listening | p. 175 |
Express Yourself: Writing and Speaking Effectively | p. 179 |
Communicate Expectations: Achieving Airtight Accountability | p. 184 |
Ask for Advice: Soliciting Employee Ideas | p. 188 |
Face-to-Face Feedback: Delivering One-on-One Critiques | p. 192 |
Face Your Flaws: Soliciting Frank Feedback About Your Performance | p. 200 |
Coaching Others: Cheering and Steering, Not Domineering | p. 205 |
Dare to Care: Kindness and Empathy Wins Hearts and Minds | p. 211 |
Set Challenging Goals: Helping Employees to Grow Through Goal Setting | p. 215 |
The Annual Review: Turning the Review into a Coaching Session | p. 217 |
Reward Results: Matching Incentives to Outcomes | p. 222 |
Good-bye and Good Luck: Freeing Up the Future of Underachievers | p. 225 |
Educating Employees: Riding Employee Development to the Top | p. 229 |
On-the-Job Learning: Building Your Educational Infrastructure | p. 233 |
Delegate or Die: Deputizing Your Staff Multiplies Your Impact | p. 237 |
Teach, Don't Preach: Making Lessons Stick | p. 241 |
Succession Strategies: Putting the "Success" in Succession | p. 243 |
Coaching Yourself: Guiding Yourself to Peak Personal Performance | p. 249 |
Got Mission?: Crafting Your Personal Mission Statement | p. 253 |
Truth or Consequences: Pitfalls of Unethical Behavior | p. 258 |
Ready, Set, Goals: Turning Dreams into Destiny | p. 261 |
Work the Plan: Linking Goals to Action Steps and Schedules | p. 266 |
Time Wise and Organized: Embracing Enlightened Efficiency | p. 272 |
Mind-Body Balance: Bringing Your Inner Team into Alignment | p. 279 |
Spotlight on Self-care: Feel Better, Work Smarter, Live Longer | p. 286 |
Business Function Dos and Don'ts: Key Concepts and Killer Tips | p. 297 |
Supply Management: Strengthening Every Link | p. 299 |
Marketing: Increasing Brand Equity | p. 313 |
Sales: Increasing Market Share | p. 334 |
Customer Service: Making Your Guests Feel at Home | p. 347 |
Finance, Accounting, and IT: Beyond Bean Counting | p. 356 |
Weathering Worst-Case Scenarios: When Bad Things Happen to Good Companies | p. 379 |
Relationships on the Rocks: Rescuing Key People Who Jump Ship | p. 381 |
Natural Disasters: Coping with Catastrophes | p. 387 |
It's Strictly Business: Dealing with Brutal Bankers and Cutthroat Competitors | p. 393 |
Conclusion: Growing Pains: Stepping It Up from Small Business to Midsize Company | p. 401 |
Acknowledgments | p. 407 |
Index | p. 409 |
About the Authors | p. 421 |
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Uncommon Factors to Consider Before Quitting Your Day Job
Call me naïve. It never occurred to me that my new business might fail.
Hey, this was me we're talking about. Tom Gegax. Four-sport high-school hotshot. Rising star at Shell Oil—earning promotions like compliments at the prom, tooling around town in a company car, illuminating for service-station managers the finer points of running their businesses. I knew it all.
In reality, I had no idea what I was about to do to myself—and to my family. Oh sure, my wife, Jan, and I had talked it through: Should I stay or should I go? Jan was supportive, telling me that I knew best whether I was up to the challenge. Of course I was. So I took the leap—and landed chest-deep in the proverbial creek, with the rapids rising fast.
Don't get me wrong: I'm glad I went out on my own. I just wish I had better anticipated the toll it would take. If I had been as prepared as you'll be after reading these pages, I would've dealt better with the inevitable crises that flew my way—and dodged many of them altogether.
Entrepreneurial types are apt to jump the starting gun. That pedal-to-the-metal mind-set is one of our greatest strengths. But it can also be our Achilles' heel. In our zeal to conquer the business world, we may disregard or overlook these critical start-up issues.
Consider the impact on your family. In my acceptance speech for Inc. magazine's 1995 Midwest Entrepreneur of the Year Award, I wondered aloud whether the price I'd paid was too steep. In the early years, I was a slave to the business, working miserably long hours. While I did attend most of my kids' activities, and even coached their baseball and basketball teams, it felt as if I was always multitasking, wondering how to replace a key employee who had just resigned or whether I would make the next payroll. My kids, who quickly learned to recognize when I was zoning out, would jar me back into real time by tapping on my shoulder: "Earth to Dad." As the business grew, I had more flexibility for family time, although it took a lot of focus to keep my mind off business when I was off the clock.
Was it all worth it? Would I do it all over again? Yes—under two conditions. First, I'd need to know everything in The Big Book so I could escape the straightjacket stress and strain of running a business. That calmer state of mind would fulfill the second condition: a better balance of work and family.
Face the fear. I was twenty-nine years old, my first day off Shell's payroll, and my wife and two sons were at a Dairy Queen in suburban Minneapolis. We ordered Peanut Buster Parfaits and Dilly Bars. As I handed over a five-dollar bill and took the ice cream, ten words ambushed my mind: Where will the money come from to pay for these? That thought was more chilling than an Arctic Rush brain freeze. No more checks on the first and fifteenth. No profit sharing, no company car, no expense account. Really, I had no idea if my new business could generate enough revenue to support the four of us. That undercurrent of quiet terror was my constant companion for a long, long time.
When in doubt, gut it out. Tell me I can't do something that I want to do, and I'll work my butt off to prove I can. My junior year of high school, there were fifteen seconds left in the last basketball game of the season. We were trailing by one point against a much larger school that my small town hadn't beaten in twenty years. I had the ball. Dribbling down court, I saw an open teammate streak down the sideline. Misjudging how far to lead him with the ball, I passed it behind him and out of bounds—and threw away our chance to take the final, potentially game-winning shot. I was so embarrassed and guilt-ridden that I didn't show my face in school for two days. The only thing my coach ever said about it was, "Don't bother going out next year; you won't make the team." I loved basketball, so his words lit a bonfire in my belly. I practiced five hours a day, every day, all summer long—with ankle weights. Not only did I make the team, I was leading scorer and all-state honorable mention in Indiana, where basketball is right there next to Mom, God, and country.
That unshakable—and, in hindsight, borderline delusional—belief in myself saved my business bacon countless times. At Shell, my manager said I wasn't tough enough to transfer from HR to the field. After a year, he relented and assigned me to the toughest part of Chicago, the near South Side, Bad Bad Leroy Brown's neighborhood. I helped take South Side dealers from worst to first in tire sales. As soon as I started my own business, before the paint had even dried on my store signs, a competitor told me straight to my face, "You're not going to make it, Tom." Even my equipment supplier had no faith. "I wish you the best," he said, "but it's just not going to happen." Oh, and Michelin initially to supply tires to us because we weren't big enough. Perversely, all that only inspired me to build a team that captured 1.5 percent of the U.S. tire market, selling over a million tires annually.
My post-Shell cluelessness did have a few advantages. Had I known how hard it was to launch a business, price and market products, hire and train people, make payroll, and pay off loans, I might have stayed in my corporate cocoon. But leave I did. Head down and plowing through crisis after crisis, I earned a Ph.D. in business management from the school of hard knocks. I can appreciate Winston Churchill's sentiment when he said, "If you're going through hell, keep going."
The Big Book of Small Business
Excerpted from The Big Book of Small Business: You Don't Have to Run Your Business by the Seat of Your Pants by Tom Gegax
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