Sunday, 3 January 2016

Entrepreneurs Grow at Warp Speed – Part 5

By Steve Pavlina

Take command of your life

As an entrepreneur you decide which goals, projects, and opportunities to pursue. You don’t have to waste your time working hard to achieve someone else’s goals.

If you have ambitious dreams and if you like working on your own projects, you’ll probably enjoy running your own business. There’s nothing quite so sweet as spending decades of your life setting and achieving your own goals — and getting paid to do it.

As an entrepreneur you can guide your business to help you achieve your personal goals. Many years ago one of my goals was to write a book and to see it selling in bookstores. Thanks to my personal growth business, that goal pretty much fell into my lap. The business made the goal easy to accomplish, much easier than if I’d tried to accomplish that goal on a purely personal level. It was as easy as saying yes when a publisher offered me a book deal. No agents. No submissions. No rejections. That offer only happened because of my business.

Another personal goal was to travel in Europe, which included subgoals like exploring Paris, London, Berlin, and Amsterdam. What does that have to do with my business? Very little at first glance. But thanks in large part to my business, I’ve visited at least a dozen European cities in eight different countries. Thanks to my business, I get invitations to speak at other people’s events in Europe, and they cover the travel expenses. Once I’m in Europe, I usually stay for a while and explore. I could have achieved this goal on a personal level, but it would have been more costly and difficult. With my business it’s as easy as saying yes to an invitation.

You won’t always be able to align a personal goal with your business, but at least as an entrepreneur, you can prevent your business from getting in the way of your other goals. My computer games business didn’t help me run the L.A. Marathon or train in martial arts, but at least it didn’t get in my way. If I wanted to train in the morning, afternoon, or evening, I could do that.

If you’ve never had the freedom to pick your own projects, let me tell you that it’s even more wonderful than you realize. It’s easier to do your best work when you can pick your projects. You can favor projects that you’re motivated to do, that fit your strengths, and that align with your personal growth interests. Many people find themselves working harder as entrepreneurs than as employees, and one reason is the motivational boost that comes from picking your own projects.

The freedom to choose your own work gives you command over your life. No one tells you what to do… or if they do, you can ignore them. This may seem like a lot of responsibility, and it is, but this isn’t Spiderman. You’ll get used to calling the shots within the first year or two. Then it will just seem normal to have command over your time, and it will probably bother you when you don’t.

When your motivation and energy is surging, you can hit the accelerator and work longer hours. At other times when you’re feeling too distracted to work productively, you can intentionally take time off to recharge and renew.

Many entrepreneurs don’t work steady 40-hour weeks. They may put in 60+ hours one week and less than 25 hours the next. Entrepreneurs often adapt their workflow to suit their energy and motivation. Some love to maintain steady pacing week after week, but many enjoy working in powerful bursts of enthusiastic effort followed by extra downtime for rest and rejuvenation. Many entrepreneurs like to switch things up for extra variety, sometimes working with a steady pacing and other times cycling between bursts and rest.

When you’re in command, you no longer have to follow anything resembling corporate rules or standards. If you want to work in the middle of the night, you can do that. If you like sipping martinis while you work, put a bar in your office. If you want to exercise in the late morning or early afternoon, go ahead. If you want to work every other day, every other week, or every other month, enjoy yourself. You’re in command.

If you like variety, you can select a business model that lets you work wherever you desire. If you feel like working at a coffee shop, grab your tech and go. If you want to climb a mountain in the morning, work on the mountaintop, and climb down in time for dinner, you can do that.

If you slack off and mess around too much, you’ll hurt your business. Otherwise if you can find creative ways to be productive, it’s all fair game. There are many ways to be productive that you’ll never find in an employee handbook. If you have such a handbook, burn it before you start your own business.

After you’ve been an entrepreneur for a while, being in command of your life will seem so normal and natural that you’ll wonder how you ever could have taken orders from someone else. You may even want to rescue more people from that fate. Or you could enslave them to come work for you instead. Your choice.

Get paid to grow

Business pays you to grow. The smarter you become, the more you can apply what you learn to your business, so your own learning and growth can translate into higher income.

If you want to give yourself a raise, you can do that, but you’ll probably need to grow your business to make that possible. This usually means that you’ll have to grow too, such as by gaining new knowledge, skills, and habits.

What’s especially wonderful about this is that since your business benefits from your personal growth, your business can justify covering many of your personal growth expenses, such as your educational and training expenses.

I can’t say what the tax laws are like in other countries, but in the USA the general principle is that your deductible expenses must have a reasonable business purpose. If you’re spending money with the intention that it will eventually help your business, such as by reducing costs or increasing revenue, then in many cases that expenditure will be deductible. There are many nuances to this — business meals are only half deductible, for instance — but if you spend a lot on personal growth already, it’s downright foolish not to have your own business. Even a small side business could be deducting those expenses, meaning that you’d be paying for them with pre-tax dollars instead of after-tax dollars. This is like receiving a permanent discount on your personal growth expenses for the rest of your life. What growth enthusiast wouldn’t want that?

One reason I decided to run a personal growth business is that I was already spending significant sums of money on my growth and learning each year, such as by purchasing books, audio programs, seminars, and training programs. By creating a for-profit business that could financially benefit from these ongoing investments, I turned a lot of otherwise personal expenses into tax-deductible ones for my business. This also allowed me to justify spending more money on my personal growth since much of the time, those expenses could easily be justified as being financially beneficial for the business.

Even if I spend hundreds of dollars on supplies and materials to research and write a single article for my blog, the extra traffic and income generated by that one extra article will likely justify the expense, even if the article isn’t directly income-generating itself.

What are you already spending money on now? Technology? Travel? Fitness equipment? Please tell me you’re not spending thousands of dollars on purchases with after-tax dollars that you could easily be deducting if you had a small business aligned with your hobby.

Do you realize that your business doesn’t even have to be financially successful for you to make these deductions? You do have to try to earn a profit, so your business can’t be a sham, but if you try to make money and don’t earn as much as you’d like, you can still deduct many more expenses than you could without a business. Even when you have a bad year and lose money, you can typically punt your loss to a future year and use it to offset your income during a good year.

Tax laws can be extremely biased. In the USA you’re going to be penalized with extra taxes for earning regular W2 employee income. As an employee, you pay the highest taxes and enjoy the fewest deductions relative to your pay. Running a business makes it easier to redirect some of the money that would otherwise be going to taxes and to reinvest it back in yourself.

One reason for these biased laws is that governments generally want to encourage more people to start businesses. Another reason is that businesses have the resources to lobby governments to bend the tax laws to favor businesses (sometimes just big business, but often to the benefit all businesses). If and when your business makes money, you’re going to generate a lot more tax revenue anyway, especially if you hire other people. And hopefully your business will create other positive ripples for society as well.

Another unfortunate reason for this bias is that regular employees are generally the least financially savvy group in the business world, so they get beat up the most by the tax code. They pay higher taxes than necessary because they don’t know any better. The game is rigged against them, and they don’t even realize it. If these same people did nothing more than start a side business, they could run many expenses through it and save a lot of money on taxes every year for the rest of their lives.

Explaining what you can and can’t legally deduct is beyond my ability. In fact, it’s beyond the ability of even experienced accountants and IRS agents. That’s because the U.S. tax code is so ridiculously labyrinthine that no human being actually understands it. Even when you ask qualified experts, you’re going to get different answers. Why such complexity? An overly complicated tax code benefits large businesses that have the resources to mine it for endless deductions, so they can deduct almost everything they buy — a private helipad, massage therapists, launch parties, alcohol, etc.

I decide what to deduct and what not to deduct based on following the law as best I understand it (such as knowing that business meals are only 50% deductible), and then within the law, I apply the standard of reasonableness. I ask, “Is it reasonable for the business to cover this expense based on the expected benefits to the business?” Every year or so, I discover new things that I could have been legally deducting, if only I’d known better.

Another simple rule of thumb you can use is to ask, “Would a big corporation cover this expense for their employees?” If a big corporation would deduct it, a small business can often deduct it too. This isn’t always true because some deductions only kick in for businesses of a certain size, but for smaller purchases it’s often a reasonable standard to use.

With the right business model, you’ll surely find a way to expense that helipad you’ve always wanted.

Explore your strengths

Many people have unusual combinations of skills that make them less desirable as employees because employers don’t know how to extract the value from those combinations. A hospital that wants to hire a doctor might not care that the doctor is also an accomplished musician and architectural engineer; the hospital only cares about the medical subset of the doctor’s skills. Real human beings aren’t usually so mono-skilled, but many corporations treat us as if we are.

As an entrepreneur, you’re free to pursue opportunities that leverage your unique package of strengths as far as you can push them. The same qualities that might be useless as an employee could be turned into business advantages.

I know a lot about personal growth, but so do many other people. I’m an author and professional speaker, but that’s commonplace in my field. What’s less common is being proficient in writing, speaking, and computer programming at the same time. Sometimes being able to code my way out of a problem is really helpful, and I shudder to think of what a pain it would be to solve certain problems if I didn’t know how to program.

There’s a tendency in business to try to run your operation the same way everyone else does, which is generally a mistake because then you aren’t differentiating yourself much. It’s more intelligent — and often more lucrative — to draw upon your other strengths to give you an edge that others don’t have. This can be difficult to do as an employee, but entrepreneurs have the flexibility and freedom to do this well. A good example is Steve Jobs using what he learned in a calligraphy class to give the original Mac different fonts, which helped differentiate the Mac from other personal computers.

As an entrepreneur you’ll connect the dots between your skills in surprising ways, thereby gaining access to opportunities and experiences that would otherwise be inaccessible. This can enrich your life tremendously.

Explore your values

Building a business is like creating a work of art. As you paint your business, you also paint yourself.

Obviously it’s good for your business to turn a profit. But for an experienced entrepreneur, making money is often the easy part, not to mention one of the most boring. The bigger question is: What do I really want to build?

Lots of people will tell you what you should build. You may have some shouldsof your own. But you’ll still have plenty of freedom to choose your own brush strokes.

If you want your business location to be filled with unicorns and rainbows, you can decorate it however you like. If you want to run a carbon neutral business, make it so. If you want to create an all-vegan version of Costco, please invite me to your grand opening.

You can design your business to focus on making money above all else, or you can create a purpose-driven one with a mission statement that makes you cry.

You can build a business that’s an island and work alone, or you can go poly and build a network of partnerships.

You can use your business to learn, grow, create, and explore as much as you want and in whichever direction appeals to you. You can floor the accelerator when it feels good, and you can hit the brakes when you need to slow down.

Business is full of value-based decisions. You’ll need to decide when to work hard and when to rest, when to pursue a timely opportunity and when to stick to your original plans, when to seek help and when to solve problems alone, etc. Facing such decisions in seemingly endless variations will help you explore, understand, and refine your values. After a few decades as an entrepreneur, you’ll have a strong sense of what it means to be you, and you’ll probably like the result.

Sunday, 27 December 2015

Entrepreneurs Grow at Warp Speed – Part 4

By Steve Pavlina

Overcome limited thinking

When you run your own business, you’ll see how your thoughts and beliefs impact your business results. Your personal limitations will limit what your business can do. The motivation to grow and improve your business helps you get your own beliefs in line since it can be painful to see your own beliefs holding your business back. Once you have some customers, they’ll encourage you to push through your personal limits.

Last week someone who’s been reading this series asked me if it’s possible to start a business when you’re broke.

Is it possible to travel to another country? Is it possible to learn to drive an automobile? Is it possible to read the entire Harry Potter series?

If you’re asking “is it possible” for people to do something that’s been done millions of times before, then I would have to say yes.

How many millions of times have people started businesses while broke or in debt? Being broke can be one of the best times to start a business since you have little or nothing to lose. If you fail, you’ll still be broke, and you can try again.

In some ways business is the great equalizer. Your potential customers probably don’t care how you started. They care about whether your business adds value to their lives. They may care about the impact you’re having on the planet. I’d say you’re more likely to receive extra praise for starting your business while broke than if you started out wealthy. People like seeing underdogs succeed.

Entrepreneurs get busy solving problems. If you like solving problems, your business will provide you with an endless stream of interesting problems to solve.

To think like an entrepreneur, take all your “can I…” questions, and put the word “how” in front of them:

  • How can I start a business while broke?
  • How can I overcome a weak education?
  • How can I motivate myself to work hard?

“Can” questions make sense when you’re referring to things humanity has never done before, like Can we safely send humans to Mars? or Can we build a teleportation device? or Can we make two good James Bond movies in a row?

It doesn’t make much sense to ask such questions for things we’ve already done millions of times before, like starting a business while broke. You can start a new business in an afternoon.

Learn to spend wisely

Business is a great teacher of money management skills. As an entrepreneur you’ll get to buy and sell more often, so you’ll train up faster in this area.

When you first start out as an entrepreneur, you’ll learn that you’re either too loose or too tight with your money.

Being too loose is usually the more common problem, especially if you have some funds to start with. During your first few years as an entrepreneur, you’ll probably make some questionable purchases by justifying them as good investments. I once bought a new $700 photocopier for my office, and we probably made less than 1000 photocopies per year. It’s easy to buy wasteful luxuries when you’re flush with cash, but when you go through several cycles of boom and bust, you’ll learn to be a little more conservative at the high points instead of spending money just because you can.

Being too tight with your money is also risky because you’ll pass up good opportunities to increase productivity. Some expenses that may seem unnecessary can actually pay nice dividends. Upgrading a sluggish computer is often a wise investment.

Earlier this year I replaced the lighting in my home office after stumbling upon some research suggesting that light in the bluish part of the spectrum is better for productivity. At first the results looked unnatural to me, like something from a sci-fi laboratory, but after several days I got used to it. The more bluish light makes me feel more awake, alert, and stimulated than the yellowish halogen lighting I used before. What seemed like a fluffy purchase turned out to be a worthwhile investment.

One of the most important lessons you’ll learn is how much to spend to get your business up and running. I recommend starting out very conservatively. It usually doesn’t make sense to spend much money until you test your business idea in the real world. Once you start making money, you can scale up your expenses as needed, but until that happens, treat every dollar as precious.

Having to make business purchasing decisions again and again — and dealing with the consequences of bad purchasing decisions repeatedly — will help refine your spending habits. You’ll learn to make wise investments without being wasteful.

Enjoy the light side, but protect yourself from the dark side

Generally speaking there are two ways for people to do business together:control or trust.

If you can control someone, you can simply dictate your terms, and they’ll do business with you.

There are two primary ways to control people: silver or lead. You can bribe people with silver, or you can threaten them with lead (bullets).

The promise of a reward or the possibility of becoming a bullet-ridden corpse can be very motivating. Once the silver or lead has been delivered though, the motivational effect fades. So the offer must remain active for business to continue.

Of course you can use silver and lead together. And of course there are many variations on this style. A company may try to control its employees by offering stock options for good performance combined with disciplinary measures for poor performance. That same company may use entirely different methods to motivate its customers, such as discounts or late fees.

The second way to do business is with trust. If you cannot control someone’s behavior, you can still do business with them on the basis of trust. This approach can work well in high-trust cultures where enough people have business-friendly values, such as believing that fair exchanges are good and that theft is wrong. In cultures with such values, business can flourish on the basis of trust.

In practice many small businesses begin with a trust-based model and then apply control-based strategies to the problem areas. More savvy entrepreneurs will anticipate where controls are likely to be needed and establish them early.

Suppose your business sells products online. You may offer products that provide good value at reasonable prices. You may present those products honestly. You may design the ordering process to be simple and straightforward. If all of the people who connect with your business are honest, you’ll probably do just fine. In the real world, however, such a business may attract a lot of fraud as well. Some people will try to devise ways to steal your products without actually paying for them, such as by using stolen credit cards. You’ll eventually learn to taper your optimism with some practical control strategies, such as by taking steps to reduce fraud.

How does this type of learning experience benefit your personal growth? Your business will give you more frequent exposure to the light side and the dark side of humanity. This can help you release some naiveté and develop a more realistic understanding of human behavior, which can save you a great deal of trouble elsewhere in life, such as in your personal relationships.

The more successful you become in business, the more you’ll expose yourself to the best and worst of humanity. Because of my business, I’ve had the opportunity to connect with some wonderful and amazing people, including my girlfriend since she and I met at one of my workshops. Simultaneously, my business has also increased my exposure to some of the worst aspects of humanity, such as receiving threats of violence from people I’ve never met.

The challenge is to mature beyond your child-like innocence without descending into paranoia and cynicism. Can you learn to protect yourself from the worst of humanity while still being able to access the best of humanity? That is no easy balancing act.

Understand human behavior

In business you can learn a great deal by running experiments that you can’t easily do in your personal life. In fact, such experimentation is expected, and people are generally pretty accepting of it as long as you don’t go crazy with it. You’ll learn a lot about human behavior along the way.

Business often rewards experimentation. Your first attempts at any policies or procedures will be guesses, and many of your guesses will be wrong. Once you have some customers, you can test other possibilities, and pretty soon you’ll improve upon your early guesses. You’ll discover better ways to generate sales, reduce expenses, prevent fraud, increase your productivity, and more.

I love to experiment in business because the results sometimes surprise me, and those surprises can give me deeper insights about human nature.

In my computer games business, I decided to test a money-back guarantee on all game purchases, which was unusual in the industry during the years I did it. It also seemed redundant since my games had free demos anyway. But I tested the idea and found that it worked well. Even with a money-back guarantee on downloadable games, refund requests were negligible. What surprised me was that this policy also significantly reduced fraud because people who might otherwise try to get games fraudulently would instead buy them with the intention of returning them later, but most of them never bothered to ask for a return. I liked this policy because it didn’t hurt the honest customers, and it helped reclaim some positive business from potential customers who might otherwise have hurt the business with extra chargeback fees.

Another friend from that field devised a special “hacker discount.” When his software caught people trying to input stolen registration codes, he’d refer those people to a special web page offering them a 50% discount to actually buy the software instead of trying to steal it. He got some positive feedback and some extra sales from people who appreciated the creative approach.

I often find that experienced entrepreneurs are socially savvy in ways that non-entrepreneurs usually aren’t. Running a business gives you frequent exposure to aspects of human behavior that you might not otherwise see very often. Through business you’ll come to understand many behavioral nuances that defy simplistic labels such as good or evil. In the long run, this can help you become a more functional human being, partly because you’ll understand other people better and also because you’ll deepen your understanding of your own behavior. Such understanding can yield major payoffs. Imagine how much you’d gain if you could learn how to consistently motivate yourself, for instance. Do you already know how to do that? If not, the lessons of entrepreneurship can teach you.

Sunday, 20 December 2015

Entrepreneurs Grow at Warp Speed – Part 3

By Steve Pavlina

Learn the pain of indecision

Indecision hurts.

When you have a business, you’ll be punished for indecision. You’ll lose customers, miss opportunities, and struggle with lower sales if you don’t get your act together. Many would-be entrepreneurs can’t even get their first venture going because they waffle in indecision.

The consequences of indecision can shred your self-esteem. It’s easy to get down on yourself for not making clear, committed decisions.

I like that the rewards and punishments of business have trained me to make efficient but careful decisions. This skill benefits me in all areas of life. Even when I have to do something as mundane as buying a new appliance, I can leverage the decision-making muscles I’ve built from thousands of business decisions over more than two decades.

Many experienced entrepreneurs develop simple processes for making decisions efficiently. Usually they have a process for making low-priority decisions and another process for making important decisions.

The process for making low priority decisions is often just to rely on one’s gut instinct or intuition. Some people use simple heuristics, such as “Buy the best quality I can afford” or “When in doubt, sleep on it” or “Make the decision after exercising.” This works fine when the consequences of making a mistake are low. For some decisions like this, you could also ask the advice of a friend, check online reviews, or use a few other simple processes for making a decision.

In your personal life you probably use simple heuristics for making a variety of everyday decisions. As you gain experience, you’re likely to upgrade your heuristics as well. If you need a new appliance, you could walk into a department store, talk to a salesperson, and make a purchase based on his/her recommendation. Another heuristic would be to go online, research models in your price range, check customer reviews, select a model based on your assessment of customer satisfaction, and buy it from an online store.

What about big decisions? You could fill a library with the books people have written about how to make important decisions. What matters here is finding a process that works well for you under real-world conditions.

It’s easy to get caught up in analysis paralysis. As an entrepreneur you’re going to feel some pressure to make decisions quickly and get into action because opportunities have a limited lifespan. If you wait until you have perfect data to make a wise decision, the opportunity will be long gone. The real skill here is to get used to adjusting your decisions dynamically.

Big decisions are often not a matter of being correct or incorrect. They’re value judgments about which option is better. You get to define better.

A major reason for indecision is being unclear about what matters to you. If you don’t know what matters, you’ll waffle a lot because your priorities will shift too much. Conscious decision-making can be very powerful because when you make a decision consciously, you use essentially the same set of values each time. This gives your decisions some consistency.

For big decisions I normally use the core principles of growth — truth, love, and power — as my guideposts. I favor decisions that will help me grow. Since the nature of my work is to explore personal growth and share what I learn, my own growth experiences eventually become lessons and insights that I share with others. One of my best decisions was to align my work in such a way that working on my personal growth (which I love) also creates a lot of value for others, thereby producing a viable business model.

Note also that this means I’m frequently going to turn down so-called business opportunities that might be counter-productive for my own path of personal growth. I got into business because I wanted to grow faster. Whenever I’ve lost sight of that, I’ve made poor decisions that often lowered my motivation to work.

To make decisions based on truth, love, and power is fairly straightforward.

First, I take a step back and try to see the truth of a situation, as if it’s someone else’s decision. I put on my Vulcan cap (only metaphorically — I don’t actually own a Vulcan cap) and pretend to be Spock analyzing the details logically. I look at the external truth by going over the known, measurable facts involved. Often I’ll write them down. I consider the predictable consequences of potential decisions. If I decide A, then B and C are likely consequences. If I decide D, then E and F will probably happen too. Then I look at the internal truth, which includes my own thoughts and feelings related to the decision.

I try to be as objective as I can here. I think about the immediate consequences of a decision, and I also try to imagine what additional ripples might occur as a result of those decisions.

Yesterday Rachelle and I were at Starbucks with a friend, and we tried to predict some additional consequences of self-driving cars. Some seem obvious, like taxi drivers becoming obsolete. But what isn’t so obvious? A diner at a popular truck stop may go out of business because self-driving trucks won’t need to stop for food. A company that sells software to truck driving schools may suffer because we won’t need more truck drivers. Demand for artificial hearts will increase because self-driving cars will cause fewer fatal accidents, meaning that fewer human hearts will be available for transplants, so a parts supplier for artificial hearts may see its business improve, at least until we have android bodies.

It’s like a game of chess. Sometimes a move that looks only so-so at first can look brilliant a few moves later, and vice versa. To make more intelligent decisions, favor the decision branches that lead to desirable long-term outcomes and which have short-term consequences that you can live with.

Second, I look at the love aspect. What do I want? What would I love to experience? How do I define desirable? What do I want to move towards? What do I want to shed or avoid? What excites me?

I delve into the subjective side. I try to gain clarity about what it would be like to experience the full consequences of a decision. Usually I do this part by lying on my couch or going for a walk and visualizing possibilities. I pay attention to my inner reaction to each scenario. The key here is to visualize each major decision branch as a whole new world I could enter. I often refer to these as different quantum realities. I imagine what it would feel like to experience each quantum reality as if it were already here.

For a while there’s a negotiation between the truth and love sides. I go back and forth between these, looking for an option that satisfies both sides.

Third, I use the power principle. When I feel I have an option that looks good objectively and subjectively, I move into that new space. I immerse myself in the new decision. I tend to slam the accelerator at this point, which is often necessary to overcome inertia and get moving.

What if I’m not sure? I’m never totally sure. But when I catch myself waffling too much, I use some simple heuristics to make a decision. One heuristic is Embrace the New. All else being equal, I favor going in new directions. But the more important higher-level heuristic is to embrace learning and growth. Usually the newer path will yield new lessons, so it’s a decent short-cut to use.

Another heuristic I use is to explore and experiment. Sometimes the only way to understand the possibilities is to test them.

Last year I was gung ho about going nomadic. It seemed like a wonderful idea, and I felt reasonably committed to it. I took a test trip in January, traveling through Europe for a few weeks. I’ve done that before, but this time as I was traveling, I imagined living on the road long-term as a digital nomad. Instead of approaching the trip as a temporary vacation, I imagined that it was my primary lifestyle, just to see how it felt.

I didn’t like it, which surprised me. Socially and experientially it was fun and engaging, but I found it difficult to be productive on the road — or to even want to be productive during those weeks. I enjoy travel best when I do it as a temporary accent to my life, as a way to soak up new experiences. I’m happiest on the road when I don’t try to be productive.

I’m sure there are good ways to be productive from the road, but at this time I still want to immerse myself in the more focused productivity I can experience in my home office, where the environment is stable, quiet, and neatly organized and where I can use a large monitor instead of a laptop screen.

When I got home, I experimented in the opposite direction to see if that felt better. I upgraded from a 24″ desktop monitor to a 27″ 4K model to make my home office even better. I decided not to travel and committed to staying home for most of the year, so I could complete more projects in one place. That felt great — much more congruent than going nomadic — and I’ve loved the results thus far. My 2015 home office productivity has been terrific.

Many entrepreneurial decisions are like this. You’ll be gung ho about them at first, but give yourself permission to change your mind as you gain experience. When you’ve made a mistake, admit it and adjust course.

If you find yourself at a crossroads, don’t just stand there like a hapless dolt. If the correct path for you isn’t clear, then walk a few miles down one path, backtrack to the crossroads, and walk a few miles down the other. This will give you more information to decide.

Once I’m in motion towards a new direction, I make a lot of turns. I continue to assess and evaluate as I go. I sometimes do daily or weekly TLP check-ins (truth, love, power) to adjust course. If things go south, I’ll often quit and make a different decision.

It’s usually easier to make good decisions when you’re in motion. When you’re standing still, you have no data coming in, which makes it harder to decide. Making decisions from a standstill can lead to a lot of waffling because you’ll keep second-guessing yourself. In those situations it’s usually better to just embrace the new and go forward into something you’ve never done before. Learn by trial and error. Don’t even expect to be right. Just try to learn.

Which approach is better?
  • Waffle about starting a new business for a year. -or-
  • Start a new business, try to make it work, quit after three months, and repeat a total of four times in a year.

Obviously you’re going to learn more from the second approach.

If you stick with the first approach for too long, eventually it’s going to get under your skin. You’re going to tire of missing so many opportunities. You’re going to get sick of being broke all the time.

Sometimes you need to feel the pain of indecision to start building your decision muscles.

Learn the pain of perfectionism

If you’re a perfectionist, entrepreneurship will teach you to stop being one, unless you’re also a masochist.

I’ve received emails from people who’ve waffled for a year or more over which domain name to buy for a new online business they wanted to start. Since they couldn’t decide what to name their website, they didn’t start the business. They let that one simple step stop them.

Maybe this is an important decision, but clearly it would have been better to pick just about anything, such as, instead of doing nothing for a year.

How much does a new domain name cost? How difficult would it be to change course if you screw up? Sure, you may lose some links if you switch domains, but it’s still better than doing nothing.

It’s okay to make a mistake and change your mind later. It’s not okay to do nothing for a year.

Look at the names of the Fortune 500 companies. Why is the top tech company named after a piece of fruit? Does the name Walmart make you excited to shop there? When you drive a car from General Motors, fueled by gas from Exxon Mobil or Chevron, does their amazing branding give you a titty hard-on?

What’s really going to annoy you in business is when you see people making fast, dumb decisions and passing you by. Other entrepreneurs will pick lame domain names for their websites. They’ll make ugly websites. They’ll pick the wrong technology to use. And they’ll make more money than you.

If you’re a perfectionist, let me give you a simple process for making decisions:
  1. Have a meal to get your blood sugar up.
  2. Select an option for your decision that you know is bad, such as naming your website, going out naked, or hosting your website with Hostgator.
  3. Now see if you can improve upon the decision from step 2 by coming up with an option that’s better. Use whatever option generating techniques you like, such as brainstorming lists of possibilities, asking people for suggestions, or consulting a Magic 8-ball.
  4. Keep repeating step 3, trying to progressively improve upon your previous best options.
  5. You can waffle as much as you want until you need to eat again.
  6. As soon as you put any food or drink (other than water) into your mouth, your last best option becomes your decision.
  7. If you cannot identify your last best option before you need to consume something other than water, then your decision is to go with your worst option from step 2.

If you can’t do this process without cheating, then maybe what you really need is to be told what to do. If you stubbornly refuse to make decisions for yourself, you can always work for someone who will decide for you.

I like that business rewards quality but punishes perfectionism. The ongoing pressure to make good decisions quickly can push you to grow much further than you otherwise would. I have made some truly horrendous decisions in my life, especially during my late teens, and being an entrepreneur has refined my decision-making skills far beyond the impulsive recklessness of youth, but without losing the edginess and stimulation I find so rewarding.

Learn the pain of denial

The rapid pace of technological innovation forces us to keep reinventing ourselves and our businesses if we are to survive and thrive. But when we’re faced with new opportunities and threats, it can be difficult to shift directions. Changing course often requires a tremendous amount of work with no guarantee of success. It seems easier and safer to keep doing what we’ve been doing.

As the saying goes, old habits die hard. But to succeed in business, sometimes old habits need to die, even when it seems like they still have a lot of life left in them.

Maybe Encyclopedia Britannica could have become Wikipedia. Maybe Kodak could have owned digital photography. Momentum can be deadly if you can’t get your business to turn when it needs to.

If you’re a taxi driver today, do you see that your business model is going bye-bye? Your customers are being snatched up by ride-sharing services like Uber and Lyft, and within a few more years, you’ll have competition from self-driving cars as well. Do you really think that any sort of collective action can stop this? This would be a great time to start retraining yourself for a new line of work.

Entrepreneurship punishes denial and clinginess and rewards flexibility. If becoming more flexible, adaptable, and nimble appeals to you on a personal level, entrepreneurship can help you calibrate and fine-tune these qualities.

Change can seem threatening, but change also means opportunity. The forces that hurt many established businesses simultaneously spawn wonderful new business models for other entrepreneurs.

Does the rapid pace of change in the world worry you or excite you? Perhaps it’s a bit of both. The skills you’ll learn as an entrepreneur can help you see change as exciting and thrilling, even as you know that you’ll have to work hard to keep up.

Stop being a technology dunce

Technology in particular is becoming an increasingly important part of business. Some of the rippling changes we’re seeing in the world are unlike anything we’ve had to deal with before.

I cringe when I hear an entrepreneur say something like, “I’m just not very good with technology” or “I don’t really understand computers.” The worst part is when I hear this from someone trying to start or build an online business.

You don’t stand much of a chance competing in a world where technology is infecting every business if you think it’s okay to claim technological duncehood. Technology dunces get eaten, chewed up, and spit out in today’s world of business.

If you’re an entrepreneur today, you cannot afford to be a technology dunce anymore. Those days are gone. You may have been able to coast up until now, but the situation is rapidly changing. If your outdated business model isn’t under attack yet from other entrepreneurs with superior tech skills, it soon will be.

It’s important to recognize and accept that technology and business are married now. If you want to go into business today and succeed, technology will surely be an integral part of your roadmap.

After the invention and refinement of the steam engine, the whole world changed. No longer were we held back by the biological limits of muscle tissue. Horse power was replaced by horsepower. Many entrepreneurs rode this wave of change to great wealth and success. Many businesses that stubbornly resisted these technological shifts were trampled and forgotten.

What the steam engine did for our muscles, computer hardware and software is doing for our minds, and communications technology is doing for our voices. Once again, we’ve pushed past the limits of our biology.

If you want to be an intelligent entrepreneur today, then get with today’s program. Ride this wave of change for your benefit and the benefit of your customers. Enjoy the fun and excitement of being swept up in it. Don’t wallow in horse dung.

If you understand the tech side of your business well enough, you can leverage technology to great effect. You can make your business do things that would be otherwise impossible. And you can free yourself from a tremendous amount of drudgery that is simply no longer necessary in today’s world.

If you have strong enough tech skills, you won’t need a job to cover your expenses. You can still get a job if you want, such as for personal growth reasons, but you won’t need one. You’ll be able to leverage your tech skills to earn all the money you need to survive and thrive financially.

Almost all of the money I’ve earned in my life has come via the Internet, most of it in the form of passive income that continues to flow whether I keep working or not. I used my tech skills to solve the income problem, so I didn’t have to waste my life working for someone else just to pay for my rent, food, etc. Computers and software handle most of the marketing, distribution, and income generation aspects of my business. I mainly do the fun and creative parts. When I don’t want to work, the business largely maintains itself, and income continues to flow.

Did this require some kind of extraordinary genius? Of course not. Among people with strong tech skills, it’s commonplace. Many people have been doing this since at least the 1990s. I started on this path in 1995.

If you don’t know how to get today’s technology to solve the income problem for you, you can learn. It’s even easier today than it was when I started. Today’s computers and software are much more powerful, and the Internet is a whole lot bigger and more accessible.

I love, love, love that business rewards good tech skills. This encourages me to keep learning and growing. New tech knowledge is exploding and recombining much faster than my ability to keep up with it, and that’s wonderful because everyone else is in the same boat. We’re all dazed and confused by the pace of change, and that’s why there are so many opportunities and possibilities out there.

To solve the income problem without getting a job, you only need to find one combo that works. And when it breaks down, there will be countless other combos that will work even better.

Business will punish you for being technologically lazy, ignorant, or confused. The game is always racing ahead, and if you fall behind, you’ll be left behind.

One reason to participate in the game is that you want the extra pressure to stay close to the front of this wave of change, and you dislike the idea of falling behind. Another reason is that you like using technology to take care of your needs instead of having to work so hard to meet those needs yourself.

During the summer I toured the largest data center in the world, which just so happens to be located in Las Vegas, only 15 minutes from where I live. Apparently Nevada has the least natural disasters of any U.S. state, which makes it a great place to host a data center. I got to see the actual servers running major Internet operations, including eBay, Amazon, Disney, Microsoft, and more — rack after rack of servers processing millions of transactions in a climate-controlled environment. The place had multiple redundant air conditioning units, each one the size of a small house. It had redundant power systems. It had two metal roofs, each one capable of withstanding 200 mph winds. It had armed guards and security checkpoints.

It was great to see so much modern technology in person. It struck me that every server was an automated money-making machine. Thousands of businesses were leveraging these servers to do their bidding. Only decades earlier such operations wouldn’t even have been possible.

My business is nowhere near that level, but it still inspires me to see what’s possible as an entrepreneur today — and to think about what will be possible in the years ahead. Even my tiny little business does things that would have been impossible a generation earlier. Thousands of people all around the planet will read this article only hours after I finished writing it, with some of them starting to read it only seconds after I click “Publish.” How cool is that?

If being an entrepreneur today doesn’t make your heart sing now and then, then stop wallowing in the technological dung heap, and do whatever it takes to bring your tech skills into the modern era. We all have to learn this from scratch as babies, but if you remain an ignorant tech baby, you’re like that black stuff in The Matrix — you know, the slime that’s created when dead bodies get recycled and fed back to the living intravenously.

I love the evolving relationship between technology and personal growth. Many years ago, you could say that personal growth was married to psychology. But today it’s fair to say that personal growth has already divorced psychology and is now engaged to technology. Pretty soon personal growth and technology will be married. You should attend that wedding.

If you’re an entrepreneur today, don’t be a technology dunce. It’s not cute. It’s just stupid.

Sunday, 13 December 2015

Entrepreneurs Grow at Warp Speed – Part 2

By Steve Pavlina

Develop a broad base of skills

Starting your own business can push you to learn a variety of skills you may not otherwise learn, such as:
  • business law
  • contract negotiation
  • accounting
  • marketing
  • sales skills
  • presentation skills
  • recruiting
  • management
  • strategy
  • crisis management
  • customer service

General business skills that you learn in one business can readily be applied to another, so your early business lessons give you a head start in any future businesses you may build.

In my first few years in business, I didn’t know anything about contracts and spent a few thousand dollars each year to have experienced lawyers help me draft, understand, negotiate, and edit contracts, such as for game publishing deals. Eventually I learned enough from those lawyers to be able to competently draft my own business contracts and negotiate my own deals, which saves me time and money. I also learned that I wanted to spend less time dealing with lawyers.

I can learn a lot about a business by paying careful attention to their contracts. A contract is a treasure trove of information if you know what to look for. I’ve rejected a number of deals outright when a business contract made me suspicious of someone’s intentions or gave me doubts about their competence. A sloppy contract is a sign of a sloppy business. A sneaky contract is a sign of a sneaky business. A confusing contract is a sign of a confusing business. I favor contracts that are fair, direct, thorough, and simply worded.

When I had to negotiate event contracts for my Las Vegas workshops, it was easy because I already had lots of experience with business contracts from a previous business. I’ve done 11 events so far at various hotels on the Vegas Strip and downtown, and I never needed to use a lawyer for any of them.

Now I only hire a lawyer when I’m doing something unusual or where a mistake could be very costly, and I only use them selectively for the parts where I need help. I hired a lawyer in 2007 to help me with my book publishing agreement with Hay House because it was my first book publishing deal, and I was ignorant about some aspects of book publishing, such as what the royalty rates for different media should be. That lawyer helped me make enough beneficial changes to the agreement to more than cover her fees, and I was able to keep the legal costs reasonable by handling most of the contract negotiation myself.

When you’re new to business, you’re going to have a lot to learn — much more than you expect. Sometimes it will seem overwhelming how much there is to figure out. But you don’t have to learn these lessons all in your first year. Even after being an entrepreneur for more than 20 years, I’m still learning aspects of business that many people might think are very basic. It was only this year, for instance, that I finally got my business accounting practices in order.

If you stick with entrepreneurship for many years, you’ll learn a wide range of skills that can benefit you in any business and your personal life as well, such as when you need to negotiate the purchase of a new home or when you plan a wedding and need to stick to a budget.

Some skills that you learn will only be needed on rare occasions, but you’ll be glad to have them.

On a personal level, it can do wonders for your self-esteem to know that you can competently exercise such a wide variety of skills. This helps you see that you’re always capable of improving yourself to tackle new challenges that may currently seem out of reach.

Learn to say no when you’re suspicious

How many times in life do we make the mistake of walking into a trap? Business has lots of potential traps, and getting good at avoiding them is at least as important as capturing opportunities.

It’s very difficult to walk away from a business deal that looked good at first and suddenly turned bad, especially if you’ve already invested a lot in it. This can be as hard as leaving a good relationship that turned bad. You remember the good times and feel that it must be possible to rekindle what was.

In 2010 I hosted four workshops at the Flamingo Hotel on the Las Vegas Strip. All of those events went smoothly. We had a great meeting room that was perfect for our workshops, and I enjoyed working with the Flamingo’s staff and found them to be friendly, professional, and competent. I especially liked the meeting planner we worked with, who was always on the ball. The venue was also a good match for our attendees, with reasonably priced guest rooms of decent quality. The Flamingo is right in the middle of the Vegas Strip, which made it a fun and lively location for attendees who wanted to soak up the authentic Las Vegas experience in the evenings.

I wanted to keep doing more events at the Flamingo and thought we’d continue working well together for many years. But when I went to book a new event with them, something had changed on their end. The original meeting planner I’d worked with had been promoted, and they assigned me someone new who didn’t seem to care whether we booked with them or not. She refused to rent us the meeting room we loved, preferring to reserve it for more lucrative wedding receptions. She showed me rooms that weren’t appropriate for our events and that didn’t match the specs I provided. She was all around unprofessional and wasted my time. I couldn’t get a deal done with her, so for our next four workshops in 2011 and 2012, I switched to the Tropicana, which had just been remodeled at the time. Those workshops went well, but I still preferred the meeting rooms and staff at the Flamingo.

I tried going back to the Flamingo again in 2012 or 2013, hoping that the previous issues were a fluke. This time I dealt with a different meeting planner who seemed more professional and accommodating. She was able to get us the room we loved at the same price we paid in 2010. So far so good.

By the time she sent me the contract, I figured it would be smooth sailing since all she had to do was send me the same contract we’d used four times before. It was mostly the same, but there were some differences, all of which slanted the deal towards benefitting the Flamingo at our expense. I was able to get nearly all of that nonsense removed, but I was told their legal department would not allow us to remove one sentence that they insisted on adding this time. This wasn’t in any of our previous agreements.

That one sentence would have given them the right to add additional expenses to our bill however they deemed necessary. In her emails to me, the meeting planner insisted that our costs should be the same as before and that everything should go smoothly. She acted like that sentence was just part of their new standard agreement and claimed it couldn’t be removed. Yeah, right.

When I see such a vague, open-ended catch all in a contract, it sounds alarm bells for me, and it should do the same for you as well. I might have done this deal during my first year or two in business. But not this time. I walked away from the deal and didn’t do that workshop. That one sentence killed it for me.

When companies are in trouble, many times there are still good employees working for them who are trying to do the right thing under impossible conditions. They may be pushed by management to squeeze more money out of good customers, for instance. At the time I thought that either the meeting planner or the Flamingo’s legal department was deliberately sabotaging the deal. I was annoyed that they wasted my time once again. Their decisions seemed ridiculous to me. We had a good thing going that was mutually beneficial, and we could have worked well together for years. Why did they seem to irrationally insist on fucking it up?

In retrospect, however, the story looks a bit different. That meeting planner (or the legal department) may have saved me from a much nastier situation.

Earlier this year, the owner of the Flamingo, Caesar’s Entertainment, filed for bankruptcy. That was probably a long time coming. I don’t know what would have happened if we had booked that event with them, but in retrospect I’m glad they insisted on that one ridiculously unreasonable line in the contract, which pushed me to walk away.

If we had worked with them during that time, we might have gotten stung by various problems that companies commonly experience on the road to bankruptcy, not the least of which may have been having our bill padded or seeing our event become an unfortunate casualty.

The worst mistakes I’ve made in business involved saying yes to deals that I never should have done.

Similarly, some of the worst mistakes you’ll make in your personal life will include staying in stagnant or declining relationships much longer than you should.

Being an entrepreneur will expose you to more of these tricky situations. You’ll learn to pause and reflect a little longer before jumping in headfirst. Those pauses can save you from many headaches.

Grow your skills to capture new business opportunities

Many business opportunities will elude you until you can grow enough to capture them. Seeing those opportunities dangling in front of you and knowing that you could seize them if only you grew a bit more can be very motivating.

The world of business is like a huge fruit tree. You can reach some of the low-hanging fruit right away, but most of the juiciest fruit is higher up in the branches, teasing you with its golden deliciousness.

Once when I was chatting with Hay House President Reid Tracy in his office, he told me that their best-selling authors typically make most of their money from speaking, not from writing books. That was around the time I was just getting into professional speaking and had earned less than $10,000 total from it.

To capture the income from speaking though, I had to grow into a speaker. I had a small amount of experience speaking at tech and gaming industry conferences before I started blogging, but I was only paid with free conference passes at best. I felt I had a long way to go before I’d be capable of earning significant income from speaking.

In the early 2000s, I often sat in awe of people who could speak confidently in front of groups. I wanted to push myself to grow in that area too. One reason I shifted from game development to personal development is that I’d have more opportunities to develop my speaking skills. In the personal development field, I could more easily justify a major investment in my speaking skills because there would likely be a significant financial payoff on that side. If I stuck with the gaming industry, I could still speak at tech conferences, but it wasn’t likely to generate much income because that type of speaking is usually done for free.

I liked speaking, wanted to get good at it, and would gladly do it for free. But I couldn’t justify taking the time away from my computer games business that would be necessary to stretch myself in that way. The demands of my business were at odds with my personal growth interests.

In these situations you can put your old business model first, or you can put your personal growth first. I did the latter. I shut down my games business and started fresh in a new field. A big part of my motivation was to adopt a business model that would do a better job of financially rewarding my major growth pursuits. I could now justify spending more time speaking and writing because those skills would benefit my new business too.

Notice that I was making a big sacrifice here too. In the new field, I wouldn’t have as many rewards for keeping my game programming skills sharp, so I knew that those skills would atrophy. That tradeoff was worth it to me.

Weaving my personal growth journey into my business has been immensely rewarding. It’s like getting paid to grow. Now I have the skills to easily earn six figures a year as a speaker if I wanted to. To me the ability to earn income from speaking is nice, but the greater reward is knowing that I can get up and speak confidently in front of people without fear or anxiety.

This years-long process of turning a weakness into a strength is wonderful by itself. Doing this as an entrepreneur is even better because your business gives you bonus rewards for success if your new strength can be used to generate extra income.

To this day I pay a lot of attention to the alignment between my personal growth interests and the behaviors that my business rewards. When those fall too far out of sync, I know that something has to change.

Think about how you can adopt a business model that will provide extra rewards if you achieve your personal growth goals and/or extra punishments if you don’t. You can deliberately link your income to the behaviors you want to adopt.

Learn patience and consider abandoning deadlines

Many entrepreneurial opportunities can only be captured with immense patience and persistence.

For many years patience has been one of my greatest weaknesses. I went through so many cycles of planning out my work in detail, making careful estimates, and then rejecting my estimates and replacing them with foolishly optimistic estimates because I didn’t want to accept how long my goals would actually take to achieve. I’d set deadlines for myself that were impossible to meet.

I’d try to complete projects in a few weeks that should realistically take several months. I’d set ridiculous deadlines that didn’t give me enough time to finish, let alone to polish the work to a high level of quality. This caused me to keep piling up partially finished projects, which can be a real drain on one’s motivation.

To this day impatience remains a big personal growth challenge for me. I love to move fast. I like going from idea to result quickly, which is probably why I like blogging so much. But I also recognize that doing a really good job on some projects takes a lot of time, and rushing is counter-productive.

One April during my late 20s, my family was about to throw me a birthday party. I was annoyed. I had a lot of work to do, and the timing of my own birthday was inconvenient. I wanted to skip the party and postpone or cancel it, so I could stay at my office and work. I argued with my Mom about it, who (perhaps rightfully) got a bit snippy with me. After I got of the phone, I thought to myself, This is ridiculous. I grudgingly went to the party, but I was distracted by all the work I still had to do. It was a no win situation.

So many creative projects die because people accept unrealistic deadlines. The problem is that creative work can be highly unpredictable. Estimation is hard enough when all the details are known in advance. When unknown problems must be solved, deadlines can easily do more harm than good.

I understand that deadlines and time estimates are important when you’re spending a lot of money, tackling time-sensitive opportunities, fending off competition, or working with large teams. But many entrepreneurs aren’t in those situations. For many entrepreneurs, any deadlines are arbitrary and self-imposed.

I learned that I actually do my best work when I don’t have a specific deadline. I find deadlines immensely distracting. They often cause me to do lower quality work, to make poor decisions, and to make more mistakes. Deadlines raise my stress levels and push my brain out of its best creative zone.

In lieu of deadlines, what motivation could you use instead? If you don’t have a deadline, then won’t you be at risk of descending into laziness?

I find that without a deadline, I actually work even harder. Instead of pushing myself to work faster, I focus instead on the quality of the work I’m doing.

Yesterday I breezed through a 12- or 13-hour workday and deeply enjoyed the work I did. I started my workday around 5:45am and worked the first five hours with no breaks. Even at the end of the day, I still felt motivated to keep working and did a little more work after dinner. This is how I work when I don’t have a deadline. Instead of worrying about the time, I put my full attention on the task at hand. I do the task as if time is infinite.

My major personal growth lesson here was learning that working timelessly is more effective for me than working with a deadline. I know that many people swear that deadlines are important for achieving goals. For me deadlines are counter-productive though. Deadlines trigger my impatience and make me crash into walls.

For me the path to patience has been to allow myself to work as if time doesn’t exist. The only thing that exists is the task that’s right in front of me.

Almost all of my writing was done in a deadline-free fashion. Now I’m learning to tackle a greater variety of projects with this same approach, and it’s working very well so far.

Business is an incredible teacher of patience. When you see patient entrepreneurs achieving results that you’ve never been able to achieve, you’ll feel incentivized to stop sprinting wildly towards random goals and put in the time to do quality work.

Maybe deadlines work well for you. But if not, consider focusing on the quality of your work instead. Immerse yourself in doing your best, and ignore the passing of time.

Grow strong enough to tackle the monster projects

This is a corollary to the previous item, but I think it deserves special treatment.

Many businesses have monster projects. These are the big, hairy, sometimes scary projects that you may dread doing but which could have serious payoffs if you complete them. When you develop your patience and persistence, some of those monster projects will become accessible to you. You’ll be able to dig up gems that you once thought would be too difficult to extract, and you’ll even learn to enjoy the process of digging.

I’ve known for many years that I need to update my aging website, which largely uses the same design it launched with in October 2004. In many ways this is an ugly monster of a project. I launched the site quickly to get it online fast and made a variety of inconsistent design decisions during the past 11 years. The blog portion of the site is managed by WordPress, but the rest of the site still includes dozens of hand-coded HTML pages, various scripts full of spaghetti code, countless redirects, experimental pages that no longer work, hundreds of dead links, and dozens of smaller design problems. That said, the site is still immensely popular, receiving tens of thousands of visitors per day.

A few years ago I made an extensive to-do list of what was needed to modernize the site and fix the design and coding problems, while still keeping the original content intact. That list was more than a dozen pages long. I shoved the monster back into the closet.

This year I finally decided to tackle this monster project. I no longer felt impatient or stressed about it. I approached the project as a personal growth challenge, thinking about all the ways I’d have to stretch myself to get it done.

I considered hiring a designer, but truth be told, I never found a designer whose designs impressed me. I received lots of suggestions, but whenever I checked out the portfolios, I saw lots of designs that didn’t speak to me. My priority was to improve the usability of the site for my readers. I couldn’t see how parallax scrolling would help me achieve that.

Moreover, I wasn’t excited by the personal growth path of working with a designer. It seemed like a boring and tedious way to get the project done. I’ve known other people who went this route to update their websites, and they were often dissatisfied with the experience and the results.

Maybe there’s a golden designer I could have worked with, but I never found that person.

Design is not my strength though. For starters I’m color blind. A person with normal vision sees about 1 million shades of color. I see 25,000 shades. That’s 1/40th of normal. In the blue part of the spectrum, I can see close to what a person with normal vision sees. But when I stray into reds and greens, I really have no idea how those colors look to most people. Fortunately, I have a girlfriend who does have normal color vision. I figured that working with her on the color aspects of the project would make it more fun, which turned out to be true.

I decided to use a simple standard for this project. I would do whatever it took to do it right this time. No deadlines. I’d keep working on it until I was satisfied with the result.

I’d come up with a consistent design philosophy and standards for the entire site. I’d solve each problem carefully and thoughtfully. I’d learn whatever I needed to learn. I’d seek help from other people as needed.

I began that project in late August, not really knowing how long it would take but figuring at least a couple months of full-time work. I decided to put blogging on the back burner, so I could focus more deeply on that one project.

I started by updating my knowledge of WordPress. I went to and learned about the latest features that I wasn’t using yet. I joined the Las Vegas WordPress meetup group and started going to their meetings. In September I went to the two-day WordCamp Las Vegas, my first WordCamp ever. I talked to web developers and designers. I took a lot of notes and looked into every resource I encountered.

I didn’t rush. I didn’t worry about deadlines. I just focused on learning what I needed to learn and doing the best work that I could.

I designed by doing. I would make a prototype design of a single page, look at it, and note what I didn’t like about it. Then I’d try another approach to fix those problems. When I felt semi-satisfied with the result, I’d show it to Rachelle and watch her grimace. Then we’d discuss what was still wrong with it. I’d keep iterating and trying new ideas until we both liked the result.

Treating this as a personal growth project turned out to be extremely motivating. I found it easy to work 10-12 hours a day and still felt an intense drive to keep working until my brain was too exhausted to continue. Instead of just trying to get the project done, I immersed myself in gaining new knowledge and skills and then applying what I learned to make further progress on the project. Every day was a learning adventure.

For example, instead of trying to pick better fonts for the website, I decided to study and learn typography. I spent several days in a row just studying typography for 8-10 hours per day. I probably learned more about typography in that first day of intensive study than I ever knew about the subject in my entire life up to that point. I thought deeply about how the typography choices would affect my reader’s experience of the site.

After I believed I had a practical and functional understanding of typography, I applied this knowledge to the website update. I considered hundreds of different fonts for the redesign and carefully selected the exact fonts I wanted to use. I tested and tweaked every aspect of typography that I could modify until I was finally satisfied. I probably spent 2-3 weeks of this project just on the typography. There is no Arial or Verdana on the new site!

I considered not just fonts but also line height, letter spacing, use of headings and subheadings, and more. I tweaked the number of characters per line to fall within the ideal range for reading articles. I customized the styling of the bullets, numbered lists, block quotes, links, and more. I even programmed the fonts to automatically resize themselves for different screen sizes.

I’ve probably become something of a typography snob as a result of this exploration. The best motivation to finish and launch the new website is looking at the old website and noting how ugly and chaotic it looks to me now.

This project, which was once my monster, has been an amazing personal growth journey. I normally would not have tackled this type of project for myself though. One reason I was motivated to do it was because my website is an integral part of my business. The website already has a lot of traffic, and I know that many readers would appreciate a more modern design. I can’t say if there will be a financial payoff for this project, but a more intelligently designed website surely couldn’t hurt.

For me the immediate payoff is that the new site is going to be much easier to manage. That alone made this project worth doing.

There isn’t much work left to do on the new site. All of the major problems have been solved and fixed. Hundreds of to-do items have been checked off. The remaining work mainly involves tweaking plugins, fixing some broken links, and testing and fine-tuning. The monster has been tamed.

When will it launch? When it’s fully done. I could give you an estimate, but I won’t. :)

In school we learn knowledge and skills that we may never apply in the real world, so of course we forget most of what we learn within a few weeks. This type of learning is mostly a waste of time and energy. School is mostly babysitting.

In business we have the opportunity to learn something and apply it immediately. This adds depth, power, and drive to learning that makes us soak up information faster and with greater retention.

As an entrepreneur you’ll see plenty of evidence that your personal weaknesses are holding your business back. Knowing that you’re going to have to work on yourself to help your business can motivate you to tackle some intense growth challenges.

These growth challenges are endless. Don’t make yourself crazy trying to tackle them all at once, and don’t beat yourself up too much when you fall short. Just keep turning towards that powerful and ambitious spirit inside of you, and be as patient as you can as you continue to grow into alignment with your potential.